WednesdAMA: Reader-Submitted Questions
While it’s true we get to do a lot of cool work with various companies, it’s no secret that our individual mentoring is considered the crown jewel of The Threadsmith Group. If we can make one person’s life better through the mentoring we provide, the business is a success.
BUT, not everyone is able to make the investment to get 1:1 mentoring, and we believe in giving back to the community. So welcome to WednesdAMA, in which we take a mix of reader submitted questions and LinkedIn questions and answer them.
Reader-Submitted: “How do I ask for time off when things feel like they’re falling apart at work?”
Like this:
“Hi, I’ll be taking time off from [date] to [date]. Let me know if you need anything before then.”
That’s it. Full stop.
And I’m not being snarky here, I’m being dead serious.
If your workplace is so fragile, so structurally unsound, that one person stepping away for a few days causes chaos? That’s not your problem. That’s a sign the company is built on duct tape and denial.
You are a human being, not an always-on disaster recovery system.
Your time off is not a negotiation. It’s not an inconvenience. It’s a right. You’ve earned it. You do not need to justify needing rest just because someone higher up failed to staff or structure the team sustainably.
And if they guilt you, pressure you, or try to make you feel bad for taking a break?
That’s not a workplace, that’s a warning sign. That’s a color guard of red flags.
Take your break.
LinkedIn: “Your project scope has doubled overnight. How do you ensure your tasks are still on track?”
You don’t.
Not unless you’re secretly two people. The minute scope doubles, timelines and resources have to change too.
So first, you fight like hell to prevent scope creep. You make it crystal clear what will be affected, and you get leadership to sign off on new timelines and resourcing in writing.
If they still want to move forward, you slow the pace. You work methodically. And you protect your team from being steamrolled by unrealistic expectations.
You’re not a magician. You’re a leader. And a good leader doesn’t pretend the work can stay on track when everything just changed. They speak the truth and advocate for what the team actually needs to succeed.
Reader-Submitted: “How do I advocate for a more people-centered leadership approach in a company that only cares about metrics?”
Honestly, I need you to be ready for heartbreak. It sucks to hear, but just….be ready. The truth is, if leadership has fully bought into the idea that numbers > people, you’re not just making a suggestion, you’re threatening the core belief system.
And they will resist.
They’ll nod politely. They’ll say “great idea, let’s circle back.” And then they’ll keep rewarding ridiculously long hours, idolizing “high performers” who trample others to hit KPIs, and treating people like it’s their fault they’re burning out and just aren’t “mindful enough” or whatever.
So how do you advocate for better? With data and decency.
Show how burnout is tanking productivity, not just morale.
Link turnover to poor management, not “bad hires.”
Connect empathy to retention, engagement, and yes—better business outcomes.
Make the case in their language, by tying the numbers to treating people like, y’know, people, but don’t lose your voice in the process.
And while you’re doing that? Keep your eyes open. If it becomes clear they don’t actually want to change—if they just want to appear people-first while definitely still acting like assholes, start planning your exit.
You can’t out-care a company that’s committed to not caring back.
But you can protect your own fire. And bring it somewhere it’ll be valued.
LinkedIn: “You're struggling to set boundaries with your team. How can you ensure they respect them?”
Boundaries are only as strong as the person enforcing them. You can’t wait for your team to respect your boundaries—you have to model that respect first. That means saying no when something crosses a line. That means not apologizing for having a life outside of work. That means holding firm even when it feels awkward or uncomfortable.
Let’s be clear though: I’m not talking about punishing someone for sending an after-hours email. I’m talking about making your norms non-negotiable. If you say you don’t work past 6 p.m., then don’t check your inbox after 6 p.m. If you say you don’t take meetings on Fridays, then don’t take meetings on Fridays.
And if someone pushes back or tries to test those limits? That’s your moment to reinforce the boundary—not with punishment, but with clarity. Boundaries aren’t about control, they’re about self-respect. And when you respect your own time, energy, and capacity, other people start doing it too.
The Threadsmith Group Approach
At The Threadsmith Group, we don’t believe in cookie-cutter advice. We believe in real answers for real people, backed by experience, strategy, and a healthy dose of common sense.
Got a question of your own? Send it in. Let’s talk about the things that actually matter.