The following is an illustrative example of how the three BYTS principles can apply to work and leadership.
It is Thursday afternoon. Your team has promised to finish a customer’s order by Friday.
Then a shipment arrives late. There is more work remaining than expected, and one coworker is absent.
You suspect the deadline is slipping. But you hesitate to say anything.
“Maybe we can still pull it off. I don’t want to sound negative—or look like I can’t handle my job.”
So you keep working and hope someone else notices.
That response is understandable. Yet waiting may leave everyone with fewer choices. What would taking the higher road look like here?
Be Your True Self: Tell the truth early
Being your true self at work includes honesty about what you can realistically deliver.
You approach your supervisor:
“The late shipment and our staffing today have put Friday’s deadline at risk. Here is what is finished and what remains. Could we review the priorities together?”
You bring facts, acknowledge uncertainty, and ask for a decision while there is still time to act.
That conversation may feel uncomfortable. But raising a concern responsibly can be part of doing your job well.
Keep Your Hand on FAIR: Make the expectations clear
The team reviews the remaining work. Can another task wait? Is qualified help available? Could the customer accept a partial order first?
Instead of simply saying, “Everyone needs to work harder,” the supervisor clarifies who will do what, which standards must be maintained, and when the team will check progress.
If the original promise cannot be met, someone takes responsibility for informing the customer promptly and discussing workable alternatives.
Aiming for WIN/WIN does not guarantee that everyone gets everything they wanted. It means honestly considering the people affected and seeking the fairest workable response.
Take Care of the Goose: Protect what makes good work possible
The people, equipment, customer relationships, and working practices that sustain the business all need care.
Rushing carelessly, skipping necessary maintenance, or repeatedly expecting exhausted employees to rescue unrealistic plans can damage those foundations.
Sometimes an extra effort is reasonable. But recurring emergencies deserve a better plan.
And employees matter beyond what they produce. Their safety, dignity, and lives outside work deserve consideration.
Leaders help determine whether people speak up
A supervisor who says, “Thank you for telling me early. Let’s look at our options,” makes honest communication easier.
A supervisor who punishes every report of a problem may teach people to hide the next one.
Employees still have responsibilities. Leaders also have a responsibility to make concerns discussable and respond to them fairly. A dependable workplace needs both.
Try this week
Think about one commitment at work—or in a volunteer role—that needs attention.
What facts should you share? Which expectations need clarification? What practical option could you bring to the conversation?
If you lead others, consider how you respond when someone brings you difficult news.
What conversation could you have today that would give everyone more choices tomorrow?
—Wayne Schmidt
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