Let's say you work as a manager in a software development firm where dozens of software engineers write mountains of code every week. The products are so complex that the overall design is divided among several teams. After years of your employees bringing in projects late or riddled with bugs, you discover that the key to consistent high-quality performance is getting them to practice two vital behaviors: (1) admit when they have problems, and (2) immediately speak up when they won't meet a deadline. When your software designers do these two things consistently, products get completed correctly and on time. When they don't, they don't.