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Month: July 2024

How To Make The Most Of Your Day

Posted on by Jason Schroeder
Read 6 min

Are you constantly running from one fire to another? This blog post is for you. We’re going to share with you four essential actions to kick off your day on the right foot. These are the key things you need to feel satisfied before you finish your day, and the things you can’t forget, because if you do, you’ll end up right back in that rat race. Let’s get started. 

4 Key Things to Start Your Day Right

When you’re setting up your day, it’s crucial to start it off right. There’s quite a bit of research that goes into this, so let me give you four key actions to really set your day off on the right track.

1. Spend Five Minutes in the Sunlight

Start your day by spending five minutes in the sunlight, if possible. Get up, think of something you’re grateful for, stand up, go to the window, or step outside. This simple act will get your day started off right by providing the biochemical boost your body needs.

2. Breathe Deeply

In the description below, we’ll link you to a graphic that will help you with a breathing routine to use every morning. Whether you use the box breathing method (inhale for 5 seconds, hold for 5 seconds, exhale for 5 seconds, hold for 5 seconds) or another breathing method, aim to take at least 10 to 25 deep breaths. This practice will get your lungs working, make you more alert, and help you start your day effectively.

3. Practice Self-Love

This might sound a bit silly, but it makes a significant difference. Go to the mirror and tell yourself, “I love you.” Do this once or multiple times. This practice will wire you into a mindset where you can win the day with self-gratitude and comfort in your own skin.

4. Challenge Yourself

Do something that challenges you each morning. For example, if you typically brush your teeth with your right hand, try using your left hand. Switch up your routines to keep your mind sharp and prevent falling into a monotonous cycle. Challenging yourself helps you stay aware, connected, balanced, and intellectually stimulated.

How to Plan Your Day

Now that we’ve covered the essentials to start your day, let’s discuss how to plan it effectively.

Use a To-Do List

Every professional should have a to-do list. This list helps you get everything out of your head and onto paper, making it easier to remember key tasks.

Implement Leader Standard Work

Your Leader Standard Work should include the tasks you need to accomplish daily or weekly to take care of yourself, your family, and your leadership role.

Live in Day-Tight Compartments

Plan your day by pulling key tasks from your Leader Standard Work and time-blocking them. Fill the rest of your time with to-do list items and buffers. This method helps you stay focused and allows for flexibility in your schedule.

Practice One-Piece Flow

Work on tasks in a focused manner, reducing distractions to accomplish work more efficiently. This approach helps you complete tasks in a shorter amount of time due to increased focus.

How to Practice Box Breathing

Box breathing is a method to calm your mind and body. Inhale for 5 seconds, hold for 5 seconds, exhale for 5 seconds, and hold again for 5 seconds. Repeat this process 3 to 5 times. This practice helps regulate your heart rate, focus your mind, and prepare you for the day. During this process, place your hand over your heart and think about something you’re grateful for, something you want to give to others, and something you want to let go of.

How to Feel Successful Throughout the Day

1. Include Energizing Activities

Ensure your day includes activities that give you energy and make you feel proud. Avoid overloading your schedule with tasks that drain you. Plan your day with buffers and impactful activities.

2. Prioritize Urgent and Important Tasks

Focus on tasks that are urgent and important, and that only you can do. This ensures you’re addressing the most critical tasks first.

3. Plan Buffers Throughout Your Day

Plan at least 40% of your day as buffers. These buffers help you handle distractions, take breaks, and manage tasks that take longer than expected. This approach prevents you from feeling rushed and allows you to absorb unexpected events.

4. Work in One-Piece Flow

Focus on one task at a time to accomplish work more efficiently. Reduce distractions and stay present in your work.

Five Key Things to Make the Most of Your Day

  1. Work Without Distraction: Find a place where you can focus without interruptions. Whether it’s a quiet office, a dedicated workspace at home, or a peaceful outdoor spot, eliminate distractions to maximize productivity.
  2. Schedule Thinking Time: Allocate time for problem-solving and creative thinking. This is when you’ll generate your best ideas and make significant progress.
  3. Take Breaks: Regular breaks are essential for maintaining energy and focus. Follow the example of military studies that show the importance of taking breaks to sustain performance.
  4. Connect with Others: Human connection is vital for happiness and engagement. Take time to interact with your team and build meaningful relationships.
  5. Feel Like You’re Winning: Ensure your day includes activities that make you feel accomplished. Avoid overloading your schedule and focus on tasks that give you a sense of achievement.

Learn More with These Resources

As a free gift, we’re providing a complete outline of how you can make the most of your day in the form of a blog post. Try implementing these steps for at least 60 days and see the positive impact on your daily routine. We hope you enjoy these tips and look forward to hearing about your success. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

How To Implement Lean Construction

Posted on by Jason Schroeder
Read 4 min

Let’s get started with what Lean is. Although I’ve covered this before, it’s worth revisiting. Lean construction is built on four foundational principles: 

  1. Respect for People and Resources: This means valuing every team member and optimizing resource usage.
  2. Stability and Flow: Ensuring consistent and predictable project progress.
  3. Total Participation with Visual Systems: Engaging the entire team through clear and visual management systems.
  4. Quality and Continuous Improvement: Striving for excellence and always seeking ways to enhance processes.

If you prefer a more tangible breakdown, here it is:

  • Respect for People: Treating everyone involved with dignity and ensuring their well-being.
  • 5S and Elimination of the Eight Wastes: Organizing workspaces for efficiency and removing non-value-adding activities.
  • Overburden and Unevenness: Managing workloads to avoid burnout and ensuring balanced workflows.
  • One Piece or One Process Flow: Streamlining processes for smoother operations.
  • Flowing Together on a Takt Time: Synchronizing work rhythms to maintain steady progress.
  • Visual Systems for the Entire Project Team: Using visual tools to keep everyone informed and aligned.
  • Delivering Quality and Improving Continuously: Focusing on high standards and ongoing enhancements.

Where to Learn Lean Construction Practices

To implement Lean construction, you need to start by learning about it. Here are some steps to get you started:

  1. Lean Training: Enroll in training programs offered by various organizations such as AGC, LCI, Elevate, and Nicolas Modak’s hubs. You can also read books on Lean construction to deepen your understanding.
  2. Takt Planning: Takt is a German word for rhythm, symbolizing trades moving through zones in sequence. Learn to create schedules that show trades flowing in a consistent, diagonal line, enabling you to measure progress and implement Lean systems effectively. For detailed guidance, read “Takt Planning” by Jason Schroeder.
  3. Last Planner System: Once you have your takt plan, involve your team in updating sequences, removing roadblocks, and creating weekly work plans collaboratively. For more insights, read “The Lean Builder” by Keyan Zandy and Joe Donarumo.
  4. Lean Manufacturing Insights from Paul Akers: Paul Akers’ book “2 Second Lean” is a great resource for understanding Lean principles in a simple, engaging way. His videos and systems are invaluable for those new to Lean.

Implementing Lean Construction

Once you’ve learned the basics, here’s how to implement Lean construction effectively:

  1. Experiment on Your Own Projects: Apply Lean principles to your projects and track the results.
  2. Align with the Right Company: Ensure your company supports and invests in Lean practices to sustain your efforts.
  3. Integrate Lean into Business Systems: Align your company’s systems with Lean actions, tools, processes, and culture to support project success.
  4. Train Everyone: Comprehensive training for all team members on Lean systems is crucial. This may take time, but it’s essential for effective implementation.
  5. Motivate Your Team: Recognize top performers, share successes, and create a culture that supports Lean behaviors. Measure the right things to drive desired outcomes.
  6. Provide Necessary Tools and Resources: Ensure your team has the time, training, tools, and resources needed to implement Lean practices effectively.
  7. Create Anchor Projects: Implement Lean on key projects with the best opportunities and teams. Highlight these successes to build momentum.
  8. Make Your Successes Famous: Share your Lean successes through pictures, videos, industry talks, and social media. This builds ownership and encourages others to follow suit.
  9. Encourage Responsible Scaling: Support and expand Lean practices across projects and teams gradually and sustainably.
  10. Regular Tours and Reviews: Maintain Lean habits by regularly touring projects and showcasing your successes. This keeps the team motivated and accountable.

Important Analogy to Understand About Making Changes

To successfully implement Lean, use the analogy from the book “Switch.” Imagine you have a rider (your intellect) steering an elephant (your motivation) along a path (your circumstances). For effective change:

  • The rider (knowledge) needs to know how to implement Lean.
  • The elephant (motivation) must want to embrace Lean.
  • The path (circumstances) must be clear and conducive to Lean practices.

Without all three elements, change will be challenging.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

How To Analyze People Through Behavior And Body Language

Posted on by Jason Schroeder
Read 5 min

In this blog post, you’ll discover why most people act the way they do and how their actions are driven by four basic human needs. We’ll also explore the two spiritual needs that can actually influence behavior outcomes, as well as three factors that can change those behaviors. By the end, you’ll have a clearer understanding of why people behave the way they do in various situations. So, stay with us. 

Alright, let’s dive right in. I’m super excited about this topic, and I believe we’re going to explain it in a way that will make perfect sense. You can use this pattern wherever you go. When I first learned this pattern, I thought, “That’s pretty interesting,” but now that I’ve used it for years, I see this pattern everywhere.

Important Thing to Understand About Positive Intentions

Let’s start by understanding that everyone has positive intent. I know that’s a hard concept to grasp, and you might disagree with me. Hold on, hold on. Don’t get upset just yet. Everyone has positive intent. Anger, conflict, yelling, and even punishing people often have positive intentions behind them. Even people who use drugs are trying to numb themselves to escape pain. If you look at any situation, there’s typically a positive intent. This doesn’t mean the actions are moral or ethical, but it means they are driven by a desire for a positive outcome for themselves. By understanding these intentions, we can help others and ourselves.

The 4 Basic Human Needs

I want to introduce you to the four basic human needs:

  1. Certainty: The desire for consistency, safety, and predictability in our lives, like having a roof over our heads.
  2. Variety: Sometimes humans get bored and want to change their environment.
  3. Significance: The need to feel important and liked by others.
  4. Love and Connection: The need to feel connected to others.

How People React When They Lack a Basic Human Need

When a person focuses on one of these needs and doesn’t get it, they respond accordingly. For example, if I’m with my child and a dangerous dog starts running towards us, I’ll get angry and likely attack the dog and yell at the owner. This response is driven by my need for certainty—keeping my child safe. If I don’t get this certainty, I’ll respond with anger.

Similarly, in a marriage, if your spouse isn’t making you feel special, you might feel insignificant and unloved. This lack of significance and love can lead to sadness and anger, creating a cycle of arguments and apologies. This cycle, where you’re not getting what you need, is called the sad-mad cycle.

How People Can Fall Into Numbing

People can’t survive in the sad-mad cycle for long. The human psyche can’t sustain prolonged sadness or anger, so they start numbing. Numbing can come from overworking, drugs, alcohol, smoking, excessive sex, or any distraction used to mask the pain of unmet needs. Sadly, sometimes people even resort to suicide.

What to Do If You Lack a Basic Human Need

So, what are your options if you lack a basic human need? Instead of numbing, you have two other options:

  1. Get What You Need: If you lack certainty, work harder to achieve job security or improve your marriage. However, this isn’t always the best solution.
  2. Focus on Spiritual Needs: The two spiritual needs are growth and contribution. Instead of reacting negatively to unmet needs, focus on growing and contributing. This could mean exercising, reading, volunteering, or serving others, regardless of what you get in return.

How to Fulfill Your Basic Needs by Focusing on the 2 Spiritual Needs

Prioritize your needs towards growth and contribution. You have control over these needs. Unlike the basic needs of certainty, variety, significance, and love, you can control how much you grow and contribute. Focusing on these can fulfill your needs in a positive and sustainable way.

How to Analyze People Through Their Behaviors and Body Language

When analyzing people, their behaviors, and body language, start by identifying their positive intent. Then, determine which need they are clinging to. For example, if your foreman is upset and crossing his arms during a meeting, consider that he might be worried about not meeting a deadline and the certainty of his job performance. Understanding this allows you to address the real issue rather than reacting negatively.

This pattern is crucial in any industry with frequent misunderstandings. By identifying positive intent and the associated need, you can find win-win solutions and foster better communication and collaboration.

For more in-depth analysis, check out another post on our channel where we delve into these concepts with visual aids. I hope this helps. On we go.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

How Is Technology Used In Construction?

Posted on by Jason Schroeder
Read 5 min

How is technology used in construction? This is a question I get asked all the time. People want to know what kind of technology construction companies need and where they can get it. In this blog post, I will address what makes good tech work, what makes it go bad and not work, potentially costing you a lot of money, and what are the three keys to having good technology in construction. So, let’s begin. 

Technology is crucial to the success of construction. Its importance in our methods and processes has been an absolute game-changer. We have equipment like cranes, pavers, and surveying tools that are out of this world. This type of technology is generally accepted because you can’t fake surveying, paving, or hoisting. This technology has been amazing for the construction industry, speeding up processes and ensuring accuracy. It has been thoroughly tested and proven reliable. For instance, I have zero doubt that when I visit a construction site and see those computer systems running, they will run properly.

When we look at technology for demolition or building with 3D models, there’s little worry because it is thoroughly tested. Using robotic total stations, the proof is in the pudding. However, there is technology that hasn’t been thoroughly tested, and it can hurt us if we’re not careful. Let’s dive into this aspect because it’s important for technology to work for us, not against us.

When we talk about robots, processes, and specific tools, technology has been doing very well. The issues arise when technology attempts to replace human judgment and skills, particularly in project management. Problems occur when people lack the fundamental skills for the technology or when technology tries to take over tasks best suited for humans.

The 14 Management Principles of The Toyota Way

Jeffrey K. Liker’s book, The Toyota Way, outlines 14 principles, one of which pertains to technology. Here they are:

  1. Always apply a long-term philosophy.
  2. Create continuous flow.
  3. Use pull systems to avoid overproduction.
  4. Go to the place of work and monitor where the work is being done in the field.
  5. Build a Lean culture.
  6. Standardize your tasks.
  7. Use visual controls.
  8. Only use thoroughly tested technology.
  9. Grow leaders to live a Lean philosophy.
  10. Develop people and teams.
  11. Respect your outside network.
  12. Observe and reflect.
  13. Decide slowly and act fast.
  14. Practice reflection all the time.

Technology should be thoroughly tested and observed before being implemented. Here’s a personal story to illustrate this. When I first started learning AutoCAD to become a field engineer, I saw a clear pattern. The technology had a definite purpose but was initially difficult to use and implement. Over time, it became easier, streamlined, and eventually did more than a human drafts person could do. AutoCAD and Revit became game changers, enhancing the design and coordination processes while maintaining best practices. This is the pattern all technology should follow.

Examples of Helpful Technology in Construction

Technology should do tasks that humans shouldn’t so that humans can focus on what they should do. Here are some great examples of technology that follows this pattern:

  • Equipment technology
  • Building information modeling (BIM)
  • Laser scanning
  • Various VDC (Virtual Design and Construction) technologies
  • Engineering and architectural software

When technology is problematic, it often tries to replace tasks best done by humans or is used without proper understanding. Examples include project management tools, scheduling software, and some types of layout technologies. These issues arise when the technology:

  1. Does not align with time-honored, tested strategies.
  2. Does not enable user training, leading to knowledge gaps.
  3. Attempts to automate tasks that require human judgment.

How to Test Construction Software

When testing software for construction:

  1. Ensure it follows proven methodologies.
  2. Verify it facilitates user understanding and training.
  3. Confirm it performs tasks suitable for automation, not replacing human judgment.

A recent example is a sticky note program that automated collaboration. While automation can be helpful, humans should handle the collaborative aspects, while the software should aid in data analysis and making information accessible.

The Importance of Thoroughly Testing Software

Thoroughly vetting your software is crucial. It’s tempting to invest in new, shiny technologies, but they should be as useful as YouTube, as addictive as Facebook, and as quick as Wikipedia. The technology should enhance user understanding and efficiency without replacing fundamental human skills.

In conclusion, technology should streamline processes, not complicate them. Carefully test and observe any technology before implementation to ensure it meets these criteria. For more insights, check out the linked podcast, which will broaden your perspective and help avoid costly mistakes. I hope you’ve enjoyed this blog post. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

How To Manage Multiple Construction Projects

Posted on by Jason Schroeder
Read 7 min

Managing multiple construction projects is a complex and challenging task, no matter what role you’re in—whether a project manager, executive, director, or business owner. But with the right methods, it can be done effectively. Here, we outline 12 essential steps to manage multiple projects well, five key rules of flow to remember, key strategies to reclaim lost hours in your week, and the reasons why you should avoid managing multiple projects if possible.

Why You Should Avoid Managing Multiple Construction Projects

The first step is to try not to manage multiple projects simultaneously. It’s incredibly challenging and can be detrimental to your mental health, schedule, and personal life. If circumstances force you to manage multiple projects, following lean methodologies is crucial.

The Problem of Context Switching

When managing multiple projects, the biggest challenge is context switching. Every time you shift between tasks or projects, you lose between 5 to 15 minutes regaining focus. This repeated distraction can add up to 2–3 hours of wasted time each day.

A typical scenario for a project manager is having several meetings scattered across the week, with constant interruptions from phone calls and emails. The key to overcoming this challenge is simple: adopt a personal organization system. Time-block your days, consolidate meetings, and organize project updates. By focusing on one piece flow—starting, completing, and moving to the next task—you can save a significant amount of time.

How Many Projects Can You Manage?

Ideally, each person should focus on a single project. But we know that’s not always possible, especially for project executives and directors managing multiple teams. While you can juggle up to five projects, any more than that becomes unsustainable. Beyond five active projects, you risk losing operational control, which could have serious consequences—not only for the project but for your health, safety, and family life.

Important Lean Methodologies to Follow in Construction

Lean methodologies can be applied to any part of your work. If you have opportunities for training or certification programs to learn about them in more detail, please do so. Here are some key concepts:

1. 5S

5S is a systematic and standardized way to organize your areas, emails, and systems every day. It involves:

  • Sort: Get rid of what you don’t need.
  • Straighten: Organize what you have.
  • Sweep/Shine: Clean your area.
  • Standardize: Ensure consistency in processes and systems.
  • Sustain: Maintain these habits daily.

2. One Piece Flow

Focus on completing one task or process at a time without switching focus. For example, complete all steps for a submittal in one go.

3. Flow Together

Ensure that everyone on your team is working in a coordinated manner, prioritizing tasks and flowing to completion together.

4. Visual Management

Move everything into highly visible environments, whether online or in-person, so that the whole team can see, know, and act as a group.

5. Continuous Improvement

Work as a team to solve real problems and continuously improve processes.

The 12 Steps to Managing Multiple Projects Well

1. Get Everything Organized

Organize all project information in one spot, not in emails. Use project management software or a centralized file structure.

2. Identify Your Teams

Know who your teams are and establish great communication channels, such as text chats, phone numbers, and meetings.

3. Know When to Check In

Establish a standard meeting process and schedule regular check-ins with your teams.

4. Provide Clarity

Ensure each team has clarity on their tasks and responsibilities after meetings.

5. Consolidate Your Focus

Try to focus on one project at a time by consolidating meetings and tasks related to each project.

6. Time Block Your Activities

Time block your interactions and tasks to avoid distractions and maintain focus.

7. Work in Day-Tight Compartments

Plan your day with buffers and execute the plan without distractions.

8. Create Failsafes

Ensure there are backup systems and duplicate coverage for critical tasks if you’re unavailable.

9. Create Buffers

Build extra time into your schedule to handle unexpected issues.

10. Get Help

If needed, hire an assistant, project engineer, or other support staff to help manage the workload.

11. Track Leading Indicators

Monitor key performance indicators that will make the most difference in your projects.

12. Improve Continuously

Always seek ways to improve your processes and systems to reduce waste and increase efficiency.

Key Strategies for Every Role

Here are some actionable strategies to help you manage multiple construction projects effectively, regardless of your role.

1. Establish Clear Objectives

This applies to every role—project manager, superintendent, executive, or director. Clear objectives give your team a sense of direction. Whether it’s a vision statement, project charter, or detailed planning documents, make sure the people on-site know exactly what the goals are. This clarity ensures that, even in your absence, the project stays on course.

2. Develop a Detailed Project Plan

If you’re managing several projects, detailed planning is crucial. For instance, if you’re a superintendent, instead of planning one day at a time, plan three days ahead when you know you’ll be away. Empower your leads to make adjustments and recover from delays in real-time.

3. Use Project Management Software

You can’t be everywhere at once, so use project management software to keep all your projects visible, accessible, and organized. Whether it’s an online platform like Miro or an advanced project tracking tool, having access to real-time data from remote teams ensures you maintain control.

4. Hire a Strong Team

If you can’t be on-site, you need strong people who can act as your eyes and ears. Make sure your field team is capable of addressing safety, quality, and day-to-day operations without needing your constant input. Hiring the right team is one of the most critical steps in successfully managing multiple projects.

5. Monitor Progress Regularly

You should know exactly where each project stands at any given moment. This includes tracking percent plan complete (PPC), roadblock removal, financial projections, and production. Whether you use a project status report or a detailed metrics system like “The Book of 14” (developed by Hensel Phelps), make sure you have visibility into the health of each project.

6. Maintain Clear Communication

Clear and quick communication is essential when managing multiple projects. While email has its place, quick tools like text messages, phone calls, Zoom check-ins, or Microsoft Teams chats should be your go-to for fast, effective communication. Also, set time-blocked communication windows to avoid constant interruptions throughout the day.

7. Manage Risks

Risk management is a continuous process. In your preconstruction planning, identify key risks, assign them to team members, and track them weekly. This proactive approach ensures that potential issues are always being monitored and mitigated before they become major problems.

8. Implement Standard Processes

If you find yourself constantly answering the same questions, it’s time to implement standard processes. Whether it’s about RFIs, submittals, or emergency procedures, standardizing these operations will save you time and reduce distractions. Use visuals, guides, or videos to explain these processes to your team and make them easily accessible, even when you’re not around.

9. Automate and Create Systems

The key to managing multiple projects is creating a system that doesn’t require your constant presence. Set up visual boards, create guides, and automate processes so your team can continue without needing you to be there. Then, do periodic check-ins and use your data to determine when you need to step in.

10. Encourage Collaboration Between Projects

Don’t let your projects operate in silos. Encourage collaboration between teams and share lessons learned across job sites. This fosters a unified culture and allows everyone to benefit from shared knowledge, improving efficiency and outcomes across the board.

Wrapping Up

Following these steps and lean methodologies can help you manage multiple construction projects more effectively, reduce stress, and improve overall project outcomes. By organizing your team, automating processes, and using the strategies shared in this blog, you can stay in control and save valuable time—no matter how many projects you’re overseeing.

Remember, it’s crucial to have a system in place to avoid chaos, stay focused, and get your work done efficiently. By doing so, you can ensure successful project completion and maintain a healthy work-life balance.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

Why Is Construction So Stressful?

Posted on by Jason Schroeder
Read 7 min

Construction is known for being a high-pressure, chaotic environment that often leaves professionals feeling stressed. But why is it so stressful, and what can we do to cope with it? Once we understand the root causes, we can begin to address and resolve the underlying issues.

Short answer: Most construction stress is self-inflicted: rushing in without a plan, poor handoffs, adversarial contracts, no repeatable processes and untrained people. Plan thoroughly, use systems like Takt and Last Planner, train your people and stabilize the work, and most of the stress goes away.

Why Is Construction So Stressful?

Construction is notoriously stressful, and understanding why is the first step toward mitigating it. The bottom line is that construction is so stressful because we often make it that way. Sometimes, it seems like we’re addicted to adrenaline. Yes, construction is hard—often harder than manufacturing in many respects. While it may not be as technologically advanced, the physical demands of working in extreme weather, dealing with chaotic environments, and navigating challenging terrains add significant stress.

But here’s the thing: it doesn’t have to be as stressful as it is today. Much of the stress comes from poor planning, outdated systems, and a lack of proper training. If we want to reduce this stress, we need to address these root causes.

Common Reasons Why Construction Becomes Stressful

To illustrate how we often make construction more stressful than necessary, let’s consider a simple task, such as baking a cake or changing a car’s oil. Imagine doing it the “construction way” with these chaotic and stressful steps, and notice how each one shows up on real projects:

  1. No Proper Planning: Rush into the task without any plans. Many construction projects begin this way, and rushing into a project without a well-thought-out plan creates chaos from the start.
  2. Constant Rushing: Always be in a hurry, either mentally or physically. Deadlines are often tight, forcing workers to rush and cut corners, which adds to stress.
  3. Poor Handoffs: Transition tasks to others with minimal overlap and preparation. Projects frequently involve multiple teams, and poor coordination between them can cause frustration and delays.
  4. Adversarial Contracts: Set up contracts designed to create conflict rather than cooperation. Construction contracts are often structured this way, which can turn partners into adversaries.
  5. Outsourced Tasks: Hire out all tasks to others without knowing how to do them yourself.
  6. Lack of Repetition: Ensure every task is new and unprecedented, with no rhythm or familiarity. Each project tends to be unique, lacking the rhythm and repetition found in other industries, making it harder to streamline processes.
  7. No Known Processes: Work without any established processes or reference materials. Many construction projects are executed without standardized processes or systems, leaving workers to figure things out as they go along.
  8. Isolation: Have no one around with experience to help you.
  9. Constant Criticism: Have someone constantly rushing and criticizing you.
  10. Siloed Teams: Work in isolated teams with minimal communication.

When we design our work processes in such a chaotic way, it’s no wonder that construction is stressful. Everything mentioned above is reflective of common practices in construction, leading to inefficiency, conflict, and stress. At its core, construction can be stressful because of how it’s managed and executed.

These are just a few of the factors that contribute to making construction stressful, and they compound each other. But the good news is, there are ways to reduce this stress.

How Can You Reduce Stress in Construction?

If we want to reduce stress in construction, we need to make some fundamental changes:

  1. Plan Projects Thoroughly: Proper planning is crucial. This includes initial planning, six-week look-ahead planning, and daily planning. Stress often stems from uncertainty. Instead of rushing into a project, take the time to develop a comprehensive plan that outlines every step from start to finish, including timelines, resource allocations, and potential risks. Having a plan helps mitigate surprises and ensures everyone is on the same page.
  2. Use the Right Systems: Implement systems like Lean methods, Takt, Last Planner System, and Scrum. Embrace collaborative delivery methods such as integrated project delivery (IPD), design-build and CM at risk. These methods focus on creating flow, reducing waste, and ensuring that work progresses smoothly. With the right systems in place, your team can work more efficiently, reducing the need for constant firefighting.
  3. Train Our People: Ensure that everyone in the field is well-trained and knowledgeable. A well-trained team is more equipped to handle challenges. Invest in training and development so that your workers are not only skilled but also confident in their abilities. This also means promoting collaboration and ensuring that team members can communicate effectively.
  4. Create Stability: Stable systems and processes are key to reducing stress. This includes having repeatable workflows and procedures in place, so tasks are performed consistently. Stability also comes from working with reliable partners and fostering a culture of respect and collaboration within the team.

4 Key Techniques to Reduce Stress in Construction

Even with the right systems in place, stress can still creep in. Here are four key techniques to help reduce stress:

  1. Identify and Manage Risks: Use a risk and opportunity register to track risks, make assignments, and review them regularly. Stress often comes from feeling like there are too many unknowns, and regularly updating this register will help you stay ahead of potential issues.
  2. Have a Comprehensive Plan: Beyond the initial plan, ensure there are detailed plans for every stage and task, including weekly and daily plans. When you know what’s coming next, you can focus on execution rather than worrying about what might go wrong.
  3. Address Problems Proactively: Use the IDS (Identify, Discuss, Solve) method to tackle issues as they arise. Don’t let problems fester. By tackling problems as soon as they appear, you prevent them from spiraling out of control and causing more stress down the line.
  4. Prepare for Uncontrollable Risks: Have a solid emergency response plan to handle accidents and unforeseen events. Instead of dwelling on worst-case scenarios, prepare for them, so if something does go wrong, you know exactly how to handle it.

Essential Elements to Reduce Stress in Construction

To achieve a less stressful work environment, focus on:

  • Personal organization
  • Team balance and health
  • Stable systems
  • Use of the right production systems

Conclusion

The stress in construction is within our control. Construction is inherently challenging, but it doesn’t have to be as stressful as it often is. By planning properly, using the right systems, training your team, and stabilizing operations, we can create a more enjoyable and less stressful work environment. Remember, you can enjoy your time at work—it’s 100% possible. Not all stress is bad, either; I have written about the upside of stress.

If your team is stuck in firefighting, our superintendent coaching can help.

I hope these insights help you reduce stress in your construction projects. On we go!

FAQ

Why is construction so stressful?

Mostly because of how we run it: rushing in without a plan, constant time pressure, poor handoffs, adversarial contracts, unique projects with no rhythm, and no standard processes. The physical work and weather add to it, but much of the stress is self-inflicted.

How can you reduce stress in construction?

Plan projects thoroughly (initial, six-week look-ahead and daily planning), use the right systems like Lean, Takt, the Last Planner System and Scrum, train your people, and create stability with repeatable workflows and reliable partners.

What techniques help manage stress on a construction project?

Keep a risk and opportunity register and review it regularly, have detailed weekly and daily plans, use IDS (Identify, Discuss, Solve) to tackle problems as they arise, and have an emergency response plan for what you can’t control.

If you want to learn more we have:

-Takt Virtual Training: (Takt Virtual Training)
-Check out our YouTube channel for more info: (Elevate Construction on YouTube)
-Listen to the Elevate Construction podcast: (Elevate Construction Podcast)
-Check out our training programs and certifications: (Training Programs and Certifications)
-The Takt Book: (The Takt Book on Amazon)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction. As the company’s Founder and COO, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

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How Should A Female Construction Project Manager Dress?

Posted on by Jason Schroeder
Read 5 min

Dressing for Success in Construction: Tips and Guidelines

First of all, I’m a guy, why in the world would you listen to me on this topic? I have no business talking about this. I’m a dude, and I have no business weighing in on how a woman should dress at work. So, in order to create this blog post (because it’s a commonly searched topic on the internet), I asked an expert, Kate Schroeder. She gave me this answer, and you’re going to love it: “Whatever she wants to wear.” 

What Should a Female Construction Project Manager Wear?

So, the answer is whatever she feels comfortable with that fits within these parameters. We’re not going to decide or recommend what a female employee should wear on a construction project, but I will give you some guidelines in case you’re the one typing this into your search engine and you want some help. Kate’s got our back. I did this entire outline with her. Let’s roll.

Business Casual for Women

First, look up business casual for women. I did that the other day, and it was highly professional. With the exception of sleeveless shirts or shirts that don’t cover the entire body (which might be unsafe per OSHA regulations or whatever regulations you have in your country), business casual dress seems very appropriate. In fact, we will link you in the description below to some good references for that so you can get a good representative idea.

Comparing Guidelines with Male Attire

Kate suggested comparing it to what a male wears and then adjusting for your style and what you want to wear. Here are some parameters:

  1. Pants: They should go from the waist down to your boots, be professional, clean, and without holes.
  2. Shirt: Should have sleeves, and for men at least, a collar. It should be professional and appropriate for the work environment and sturdy enough for a construction project.
  3. Boots: Substantial leather boots that go past the ankle, steel-toed if required. Make sure they are the right boots for the job.
  4. Sleeves: At least four inches over your shoulder and arm on a construction project.
  5. No Holes: No stylish holes or ratty clothing in any part of your outfit.
  6. Professional Appearance: Ensure that your outfit fits with your personal protective equipment (PPE). This includes hairstyle, jewelry, and any other part of your outfit.

Personal Protective Equipment (PPE)

As a female project manager, you will want to have your own hardhat, safety glasses, vest, gloves, hearing protection, and boots. Your PPE should be custom-tailored to your company, style, and sizes so that they fit properly when you’re out in the field. Whether you’re male or female, the way you wear your PPE will signal whether or not people take you seriously. Make sure your hard hats, glasses, vests, gloves, and boots are serious and well-kept.

Importance of Dressing According to Safety Standards

However you dress is up to you, but it must be within the parameters of how to dress properly and safely on a construction project. Unfortunately, dresses and skirts are not typically conducive to a construction environment as they don’t keep your skin protected. Many people keep their arms uncovered, but there’s a trend towards wearing long sleeves even in hot weather to keep most of your skin covered.

Important Reminders When Dressing for Construction

Here’s some advice for everyone. Women do not need to look sweet at work, put on makeup, or do their hair. Just like men, women should come to work looking professional but without the extra pressure to look pretty or put together. We need to provide a psychologically safe environment where men and women are treated equally.

What to Avoid Doing as a Female in Construction

As a female project manager, do not adjust the way you dress in response to men. Dress how you feel comfortable, what is professional, and according to safety standards. You should show up how you want, dress how you want, and look how you want. This should be an equal and psychologically safe environment.

Connecting with People in Construction

Dress in a way that forms a connection with the craft, workers, and foremen. Don’t base it on what men will think; base it on how you can best connect with the people on your project site. A three-piece suit or a full outfit might not be the best idea, but coming unprepared or looking scraggly isn’t either. The answer is somewhere in the middle.

Final Thoughts

If you have any questions, ask another woman in construction—they’ll be able to guide you. At the end of the day, you shouldn’t be listening to me because I’m a dude. Wear what you feel comfortable wearing.

I hope you found this blog post useful and that it respects and elevates women in construction. On we go!

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

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What Is Float In A Construction Schedule?

Posted on by Jason Schroeder
Read 5 min

Float should be in every construction schedule. I get asked all the time, “Should we always have float? Should we not have float? Where do we put it? What kinds of things can I expect when I put it in there? And will the owner allow it? What do you do if the owner doesn’t allow it?” All these questions we’re going to answer in this blog post. 

What is Float in a Construction Schedule?

Float in a construction schedule is the amount that the activities, either together as a network or an independent activity, can move without affecting the overall schedule. This is basically the amount the schedule can move or push without actually affecting the end date. In my definition, it means avoiding stalking activities needlessly. So, it’s contingency. It’s a buffer, and I prefer the term buffer because we want to buffer impacts. Every schedule should have it.

When you take CPM (Critical Path Method) training the traditional way, CPM textbooks do talk about having scheduled contingency. The definition of the longest path is the longest path of activities, where if any of the activities were delayed, it would delay the entire project schedule. Often, owners will not allow float, contingency, or buffers at the end. They want you to back up your substantial completion date right to the end of that activity and have a critical path on the project. Owners use that critical path to avoid granting time or money for an actual impact on the project if it’s not on that critical path. As we’ve talked about in other posts, the critical path is not a great way to measure a construction schedule.

The Purpose & Importance of Float in a Construction Schedule

Float, when used correctly, is to absorb delays. Every construction project will have delays; every construction project will have problems. Throughout the course of the project, when you have that delay, or missing material procurement, or the rain day, you need the ability to move that construction schedule to the right, sustain a delay, and then use a buffer day, work contingency, or float. Every schedule should have it. There shouldn’t be any construction schedule in the entire world that doesn’t have float, contingency, or buffers because every project will have problems.

Of all the construction projects in the world, how many of them will go perfectly? How many will not even sustain one delay? How many will have every activity hit perfectly each and every time? Zero. If you said zero, then that’s how many schedules with no float you should have. Out of all the construction projects in the world, all have problems, delays, and issues that come up. So, all of them should have buffers, contingency, or float.

How to Add Float in a Construction Schedule

Risk Analysis

First, do a risk analysis. This is detailed in the book “How Big Things Get Done.” Look for your big risks, or “black swans,” and quantify days and dollars for them. Then ask yourself if your risks and days are covered with the float, contingency, or buffer at the end of the schedule.

Anchor Properly

Anchor your schedule by finding representative examples of similar projects done elsewhere. Put them into a database or your own Excel spreadsheet and calculate the average overrun for those projects in that region. Add that time into the actual schedule or make sure that, in addition to your risk days, it is included as buffers, float, or contingency.

Problems will happen. There’s no sense in having wishful thinking. Without float, when the end of the schedule starts to compress, you’ll start stacking trades and hurting people, which is why project teams start to crash land. Businesses wonder why projects seem fine in the beginning but end in a crash landing. It’s because schedulers, supers, and PMs dissolve logic at the end due to a lack of float, contingency, or buffers to absorb delays. Instead, they start stacking people, which only extends the project.

What to Do If the Owner Won’t Allow Float, Contingency, or Buffers

If the owner insists on using CPM without contingency and requires shared float between the owner and contractor, you are in trouble. First, analyze your risks and anchor. Your risks are the projected possible non-force majeure risks that could happen, and your anchor is the historical overrun for similar projects.

Show that data to the owner and ask for float, contingency, or buffers. If you can’t get it, do not resort to hiding buffers throughout the schedule. Craft a schedule that shows how critical some paths are and make sure you can track any delays accurately. If a time impact analysis can be submitted and approved, ensure the owner’s or tenant’s moving date is set beyond the risk profile.

Float should not be excluded from contracts, and owners should not penalize contractors for unavoidable delays. Using float, contingency, and buffers effectively will prevent stacking trades and overburdening projects with resources, which only extend project durations.

Important Reminders About Using Float in Construction Schedules

In the book “How Big Things Get Done,” misconceptions about pushing projects faster by overloading resources are debunked. This approach actually extends project durations. Owners who want fast projects should include buffers and avoid stacking and overburdening the project team.

 

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

Posted in All

Where To Hire A Construction Superintendent

Posted on by Jason Schroeder
Read 6 min

How to Hire a Construction Superintendent and Develop Them: A Comprehensive Guide

In this blog, we’re going to cover where to hire a construction superintendent, key considerations to keep in mind when searching for one, what you shouldn’t count on, and the steps for developing superintendents and how long it takes. So, if you want to know where to find your next superintendent and how to grow them into leaders, keep reading!

The Misconception About Hiring from the Industry

One common misconception about hiring superintendents is that you can easily find them within the industry. This is often not the case. If you’re expecting to hire an experienced superintendent with all the skills you need, you might be setting yourself up for disappointment.

Superintendents with the right training and experience are likely already established at their companies, with little reason to leave. The scarcity of trained superintendents means that the chances of finding a perfect fit through traditional hiring methods are slim.

That’s not to say that those already in the industry aren’t great; many are already in secure, well-paying positions. However, the odds of simply plugging in a new hire and having everything work out smoothly are low. Hiring a superintendent from another company rarely works unless you invest internally to train them on your systems.

Where to Find Construction Superintendents

Rather than looking for that elusive “unicorn” candidate, focus on hiring from alternative sources. Consider trade schools, high schools, colleges, and even from the ranks of the craft workers on your project sites. At our company, Elevate, this approach has consistently yielded better results than searching within the industry alone. We hire from the following sources:

  • College graduates with a growth mindset.
  • People from trades who are hardworking and eager to learn.
  • Craftspeople on project sites who show leadership potential.

While the process might require more time and investment upfront, training new hires from the ground up has proven to be effective for long-term success. It takes anywhere from a year and a half to three years to develop a fully trained superintendent, but the results are well worth it. In the long term, you’ll have skilled supervisors who understand your systems and company culture, avoiding the cost and frustration of hiring and firing.

Observing Potential Superintendents on the Job Site

One of the most effective ways to find future superintendents is to observe those already working around you. Whether they are laborers, foremen, surveyors, truck drivers, or logistics staff, the key is to identify individuals with a growth mindset and a strong work ethic. Start paying attention to those who display potential for leadership and the willingness to learn.

Gauging Interest in the Role

Once you’ve spotted someone with potential, the next step is to gauge their interest in advancing to a superintendent role. This can be done through casual conversations, offering them insight into available opportunities. Let them make the first move, which will show their genuine interest. For example:

  • “Here’s my number if you’re interested.”
  • “I’ll be around for the next week, think about this opportunity and get back to me.”

Explaining the Opportunities

Once they express interest, it’s essential to explain the opportunities available to them. Superintendents and project managers have significant earning potential, and there is plenty of room for growth. Make sure they understand the benefits and possibilities within your company.

Assigning Tasks to Test Commitment

After establishing interest, give them a small assignment, such as reading chapters 1 through 8 of the “Field Engineering Methods Manual” (Construction Surveying and Layout, 3rd edition). This task will help you gauge their commitment and interest in the role. If they follow through, it’s a good indication that they’re serious about pursuing the opportunity.

Offering On-the-Job Training

If they complete the assignment and demonstrate potential, find opportunities for them to assist with field engineering, project engineering, or other relevant tasks. Getting them involved in hands-on work will allow them to gain valuable experience and further test their suitability for a full-time role.

  1. Hire as an assistant: Let them support field engineering or project engineering tasks for a few months. This exposes them to real operations and allows you to assess performance.
  2. Offer full-time field engineer opportunities: Spending 1.5–3 years in this role builds the foundation they need to become effective superintendents.
  3. Send them to a field engineering bootcamp: Bootcamps (like Elevate’s) teach problem-solving, industry fundamentals, and connection with craft teams.
  4. Give them time: Patience is key. A well-trained field engineer takes time to develop but the results are worth the investment.

How We Trained Successful Construction Superintendents

Here’s an example from Elevate: My colleague Ramon Lugo Cruz started as a hoist operator in Tucson with limited English. We supported him through English courses, provided the Field Engineering Methods Manual, and gave him assignments. Over time, he learned field engineering, AutoCAD, robotic total station operations, and now leads surveying in Tucson.

This approach, training from the ground up, works consistently. Once they master field engineering, they move on to planning, scheduling, lean systems, and leadership training. In 1.5–5 years, they are ready to become superintendents or project managers.

Long-Term Training and Development

Once you’ve identified and nurtured potential superintendents, invest in their long-term development. This might involve spending several years in a field engineering role, attending specialized boot camps, and gaining on-the-job experience. Over time, they will build the skills necessary to succeed in a superintendent or project manager role.

At the end of the day, this long-term commitment to training and developing talent will pay off. In a few years, you’ll either be in a position where you have a strong team of superintendents, or you’ll be lamenting missed opportunities.

Final Thoughts

Training future superintendents is a long-term investment, but it’s one that pays dividends in the form of a strong, capable team. Instead of relying on the uncertain search for industry veterans, start looking for promising individuals in unexpected places and nurture their growth from the ground up.

To get started, grab the Field Engineering Methods Manual. Use it to identify potential candidates and start giving them assignments. When you consistently invest in training, you’ll develop loyal, skilled superintendents who drive your projects to success.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here) 
-Listen to the Elevate Construction podcast: (Click here) 
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

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