August 2025 - Page 20 of 25 - Elevate Constructionist

First Planner System®️ – 26 – Prepare to Start Strong & Conclusion

Posted on August 11, 2025August 11, 2025 by Danny Jiménez⁩

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Prepare to Start Strong: Setting the Stage for Project Success

The time to accelerate isn’t when dozens of trades are on-site, tangled in dependencies. The real opportunity to gain time is right at the start when only a few trades are involved, and you can set the pace for the entire project.

Pre-Construction Meeting with the Owner

A successful kickoff begins with a thorough pre-construction meeting involving the owner, their representatives, and any inspectors. This meeting sets expectations, ensures alignment, and establishes a strong foundation for the project. How you start will heavily influence the project’s trajectory.

Prepare Your First Contractors Early

Begin at least six weeks before project start. Confirm that all first contractors are ready to mobilize with the right resources, equipment, and clear plans. The early stages are where momentum is built.

Order and Secure Everything in Advance

Site Support Items: Forklifts, buggies, dumpsters, restrooms, and hand wash stations.
Startup Materials: Signs, job startup kits, safety stickers, and office equipment.
Administrative Readiness: Contracts, insurance, and bonds for all early trades.

Schedule Critical Early Activities

These should run in parallel with first-trade mobilization:

Pothole all utility crossings.
As-built and map all underground utilities.
Install SWIP BMPs (Best Management Practices).
Begin permanent worker bathroom construction.
Establish a staging yard and parking areas.
Set up daily huddles and weekly planning meetings.
Start worker orientations.
Install trailers and connect temporary utilities.

Post All Required Documentation On-Site

Permits, plans, safety protocols, utility shut-offs, emergency contacts, and quality plans must be clearly posted before work begins.

Notify the Owner and Neighbors

Send an impact notice well before work starts so everyone knows when and how the project will begin.

The System Behind Success

If your startup process is well-prepared and your component score is above 80%, you’ve built a system that will deliver results. The real key isn’t administrative processes like RFIs or submittals they’re necessary but not transformative. The game changer is a builder’s approach: professional behaviors, disciplined planning, and a refusal to tolerate mediocrity.

This industry won’t be improved by outside forces, technology alone, or wishful thinking. Change begins with you the builder who chooses to stand up, lead, and insist on excellence.

Key Takeaway:

Successful projects start with strategic preconstruction preparation that involves strong leadership, early contractor engagement, and careful coordination. By securing resources and managing planning and logistics before work begins, teams create the momentum and clarity needed to avoid delays and deliver projects on time, on budget, and with quality.

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.

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Advanced Rules for Your Huddles

Posted on August 10, 2025August 10, 2025 by Danny Jiménez⁩

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Daily Huddles: The Beginner vs. Advanced Approach

A listener recently asked about worthy superintendent-focused conferences. That led to a great discussion about field leadership training and eventually into a deeper topic I’ve been meaning to cover: why most daily huddles in construction are only information-sharing sessions, and how to take them to an advanced level.

The Problem With the Typical “Daily Huddle”

Many teams follow rules like:

Keep it short
Start and end on time
No phones or distractions
Stand up
Get in a routine
Stay on track
Involve the entire team

Those aren’t bad rules, but when you apply them in the morning with foremen, what you’re running is a quick information exchange, not a true planning huddle. You’ll raise awareness, but you won’t solve problems or remove roadblocks.

The Advanced Approach: Three Distinct Huddles

Foreman Huddle – Afternoon Before

Purpose: Plan the next day tactically.
Format: Sit down (give the foremen a break), talk through handoffs, identify roadblocks, and make sure tomorrow’s work is 100% ready.
Duration: As long as it takes to add real value, 10 minutes or 45 minutes, it doesn’t matter.

Worker Huddle – Morning

Purpose: Create a social group, communicate the day’s plan, and give quick training.
Duration: 5–10 minutes.
Stand-up format works well here.

Team Daily Huddle – 8 or 9 a.m.

Purpose: PMs, PEs, supers, and others meet to remove roadblocks discovered earlier and organize priorities to maintain flow.
Duration: Short and focused.
Stand-up works fine here, too.

Why It Works

Separating these huddles allows:

Foremen are to plan without rushing.
Crews to start the day with clarity and connection.
The management team to respond quickly to issues before they affect production.

Key Takeaway:
If you’re only meeting with foremen in the morning, you’re running an information-sharing session, not a planning huddle. Shift tactical planning to the afternoon, keep morning huddles short and social, and use a mid-morning team huddle to clear roadblocks. That’s how you move from “beginner” to “advanced” daily huddles.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How to Approach Studying Your Drawings

Posted on August 10, 2025August 10, 2025 by Danny Jiménez⁩

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How to Read Construction Drawings Without Getting Overwhelmed

A listener recently asked:

“When you first receive a job and drawings, how do you dive into the project? How do you know what to review first? And how do you approach each scope, especially MEPF, without missing anything?”

Great question. Drawing review is one of the most important skills for builders, but it’s also one of the most overwhelming, especially at the start of a project. Here’s how I tackle it.

1. Match Your Review to the Project Phase

Preconstruction – Do a high-level “page flip” to spot the building’s major elements, flow, big risks, and potential problems.
Scope buyout/bidding – Dive deeper into each trade’s scope to make sure everything is captured in estimates and contracts.
Right before NTP (Notice to Proceed) – Do a detailed review: ensure every scope is in the production plan, every submittal is logged, every risk is documented, every testing and inspection item is registered, and all critical startup actions are planned.
During construction – Focus only on the drawings for the upcoming 6 weeks. Study them in the morning, then walk the site so what you’ve reviewed is fresh and relevant.

2. Specialize for the Phase You’re In

Scott Berg, a great general superintendent I learned from at Hensel Phelps, taught me to become an “expert” in the drawings for the current phase of work:

In the structural phase → focus on structural drawings.
As you move into finishes → shift to architectural drawings.
When MEPF systems are coming → study one-line diagrams, flow diagrams, and system layouts.

This keeps your mental load manageable and ensures your knowledge matches what’s happening on site.

3. Talk to the Trade Partners

Even at my experience level, I’ll ask a trade partner for 5–10 minutes to walk me through the key parts of their scope. Questions are powerful. Use them.

4. Work in Small Bites

Most people only have 20–40 minutes of real focus before their brain starts to wander. Break your review into short, focused sessions. Don’t try to digest the entire set at once—sequence your review in the order the project will be built.

Key Takeaway:
Read your drawings in alignment with your project phase, focus on what’s immediately relevant, and break the work into small, focused sessions. This keeps you from getting overwhelmed and ensures you’re always prepared for the work ahead.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How to Innovate with Standards

Posted on August 10, 2025August 10, 2025 by Danny Jiménez⁩

Read 6 min

When Standardization Stifles Innovation on the Jobsite

A listener recently sent in a great question:

“My company wants everything standardized. I created my own Canva-based weekly update doc for OAC and foreman meetings, but I’m reluctant to show it to management because it’s different. They want all our docs to look the same across projects. I love this company, but they’re very ‘if it’s not broken, don’t fix it.’ I’m not a status quo guy. If we’re not growing or getting better, what are we doing? Have you dealt with this before?”

I have, and I feel this one deeply.

The Danger of Over-Standardization

I’ve seen strong companies make weak decisions by over-standardizing. Sometimes it starts with a good intention, like brand consistency, but it ends with processes frozen in time. I’ve seen companies look the same 10–30 years later because standardization became a ceiling instead of a floor.

The worst part? Innovation dies, and people are turned into “yes” robots.

Our Rule at Elevate Construction

We have minimum standards, but no cap. You can always make it better.

That’s why our graphics, books, proposals, and templates keep evolving. Each new iteration builds on the last. Is it harder? Yes. Does it take more time to get used to changes? Absolutely. But it’s worth it.

What I’d Do in Your Shoes

I’d go to leadership and say:

“I created this tool. Can we format it so it’s on-brand and available for others to use, while still allowing me to use it on my project?”

That way, you’re respecting the company’s desire for consistency and keeping your ability to innovate.

If they still said no, I’d push back:

“You pay me to run this job. Tools and processes are part of how I do that. I need a voice in how it’s run. Let’s find the win–win.”

If they still refused to even look at it, I’d seriously consider whether that’s the environment I want to work in. That might sound extreme, but if a company shuts down new ideas without discussion, it’s limiting your ability to succeed.

You Have Leverage

When I was running the Bioscience Research Laboratory, the corporation tried to dictate exactly how I should run pull plans and huddles. My response was:

“Unless you’re here working with the team, understanding their skills and capacity, the team decides how we operate.”

Because they needed me to run that job well, my approach won out. You have that same leverage if you’re delivering results.

Bottom Line

There’s almost always a way to align your tool with the company’s standards while still using it. The key is to push for that win–win instead of quietly letting your ideas die.

Key Takeaway:
Standardization should be a floor, not a ceiling. Meet minimum requirements, but keep pushing to make tools and processes better. If leadership won’t even discuss a new idea, it’s a red flag for your ability to innovate and possibly for your future there.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Trades Agreed To It,” May Not Be What You Think

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

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Why “The Trades Agreed to It” Isn’t Enough

I hear this phrase a lot: “The trades agreed to it.”
I’ve said it myself in the past. Kevin has said it. You’ve probably heard it or used it, too.

Here’s the problem: on its own, that statement means very little.

Why It’s Often a False Safety Net

Most trade partners are under intense time pressure when bidding. They barely have enough bandwidth to finalize pricing, let alone carefully review a detailed schedule.

If you send them a CPM schedule, there’s a good chance they can’t truly read it. And even if you’re using Takt and the sequence is visible, they might not fully grasp the labor implications until they’re deep into the project or until the pull plan meeting, if you run it well with proper zoning.

And let’s be honest: sometimes, “the trades agreed to it” means they were pressured in a meeting, intimidated into agreeing to shorter durations, or sent a schedule via email that they didn’t have time to analyze. That’s not informed consent, it’s compliance under duress.

What Agreement Should Mean

If you want “the trades agreed to it” to mean something, it should mean:

The deal is possible with the crews available.
It’s been production planned and work-packaged.
It’s responsible and realistic; no laws of production have been violated.
They understand exactly what’s expected and what it will take to deliver.
The contract reflects the reality of the schedule.

If all of that is true, then yes, the trades agreed to it is a valid statement.

Our Responsibility as General Contractors

Extreme ownership means we don’t hide behind a phrase. It’s our job to ensure the plan is fair, achievable, and clearly understood before anyone signs up for it. If the planning isn’t right, if it’s unrealistic, or if it forces people into impossible situations, then “they agreed to it” is just a cover for poor planning.

We’re here to create respect for people, stability, and flow, and that starts with making sure our trade partners are set up for success, not failure.

Key Takeaway:
“The trades agreed to it” is meaningless unless the agreement is informed, realistic, and backed by proper production planning. As general contractors, we have to make sure every deal we present is possible, fair, and clearly understood before anyone says “yes.”

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Communicate Like You’re Diffusing a Bomb

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 5 min

How Bomb Disposal Can Teach You to Run Better Remote Meetings

Not long ago, I was on a virtual call watching one of our teams present. They were doing a great job overall, but because of a lack of training, the presenter kept jumping around the screen, switching contexts too quickly.

It made me think of a simple but memorable analogy I’ve used before.

Running a remote meeting, whether on Zoom, Teams, or any other platform, is a lot like… well… making out. The best approach is to find the right spot, stay there for a while, and move with intention. Don’t dart all over the place. Keep it steady and focused.

If that analogy’s a little too colorful for you, here’s another: imagine a scene in a movie where someone is defusing a bomb while talking to an expert over the phone. The expert doesn’t rush:

“Okay, open the cover. Good. Now find the red wire. Good. Now cut it.”

They give one instruction at a time, wait for it to be done, and then move to the next step.

That’s exactly how we should run virtual presentations, and really, any type of communication.

Why It Works Everywhere

Even if you’re not on remote calls often, the principle applies:

In meetings: Address one agenda item at a time. Finish it before moving to the next.
In huddles: Focus the team’s attention on a single issue before switching topics.
With crew direction: Give clear, step-by-step instructions, then confirm understanding.

I remember Randy Gonzales at Hensel Phelps telling his carpenters: “This is what I want you to do. Please repeat it back to me. Do you have everything you need? When you’re done, come back to me.” One task at a time. Clear, calm, and complete.

The Core Principle: One Activity Frame

Whether you’re sharing your screen in a remote meeting, leading a project OAC, or giving a foreman instruction in the field, stay in one “activity frame.” Handle one piece of work, one discussion, or one instruction completely before moving on.

It makes your communication clearer, your team more confident, and your results better.

Key Takeaway:
Treat your instructions like you’re talking someone through bomb disposal, one clear, steady step at a time. Stay in one frame of focus, complete the task, and only then move on.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How to Deal with Scopes that Cross Zones

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

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How to Handle Horizontal Buildouts in Takt Zone Planning

When creating zone maps, you’ll often run into a challenge: horizontal buildouts like duct runs, electrical home runs, or ceiling grids that stretch across multiple zones. These don’t always fit neatly into smaller zone planning, and if not handled well, they can disrupt your takt sequence.

I’ve seen this on many projects. At the Bioscience Research Laboratory, for example, we had long duct runs, medical gas piping to zone valve boxes, and rigid conduit under the roof for air handlers. Each of these required careful sequencing to avoid bottlenecks.

Here are strategies I’ve used successfully:

1. Work Ahead of the Takt Sequence

If a trade knows a bottleneck is coming, have them get in early. On one project, the electrician installed rigid conduit under the roof before the main flow of work reached that area, working concurrently with other trades.

2. Assign Multiple Wagons

When a trade’s operation takes longer (like large duct installation), give them more wagons, meaning they work in multiple zones at the same time, to keep pace with the main sequence.

3. Leave Built-In Comeback Areas

Sometimes inspections or specialized work will delay closing up a space. Plan for this by allowing most of the work to proceed, but leave small, strategic areas open for later completion. This avoids tearing out finished work.

4. Change Zone Sizes by Phase

Consider larger zones in certain phases, such as interstitial overhead work or under raised floors for electrical, then return to smaller zones for wall framing and finishes. You can also create separate phases with different takt zone sizes for different scopes.

5. Mix Methods for Flexibility

Sometimes the best solution is a combination: work ahead where possible, run concurrently when needed, adjust zone sizes by phase, and give extra wagons to slow operations.

The key is that even if you have to interrupt the sequence for a slower, horizontal buildout, keeping smaller zones overall still gains time in the project. I’ve yet to see a case where it didn’t. Smaller zones give you better control, faster feedback, and more opportunities to adjust.

Key Takeaway:
Don’t let long horizontal runs force you into oversized zones for the whole job. Use phase-specific zone sizes, multiple wagons, early starts, and planned comeback areas to integrate these buildouts without losing takt efficiency.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Innovation Has A Start

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Innovation Has a Starting Point, Don’t Reinvent the Wheel.

In construction, innovation is exciting. It’s how we grow, adapt, and deliver better results. But there’s something important I’ve learned: innovation should have a starting point, and it should move forward from there.

The Problem with Reinventing the Wheel

I’ve seen two extremes in company culture. On one end, you have organizations so rigid in their processes that innovation barely survives. They’ve got both a floor and a ceiling, minimum standards you can’t go below and maximum boundaries you can’t go beyond.

On the other end, you have companies so entrepreneurial that they’ll have 15 different people across the country all trying to solve the same problem separately, wasting massive amounts of money and resources. The chaos can spark ideas, but it also breeds inefficiency.

Neither extreme work perfectly.

A Better Approach

For rigid companies:

Keep the floor, remove the ceiling. Have a minimum standard everyone must meet, but allow teams to innovate beyond it.

For ultra-loose companies:

Establish a starting point. Provide a standard or existing solution as the base so improvements can build on something stable.

Innovation without a starting point led to waste. Improvement without a standard is aimless.

My Starting Point

When I’ve developed systems like the Takt Production System or integrated planning approaches, I didn’t start from scratch. I built from the work of Lean Core, AGC Lean, Toyota, Scrum, German Takt research, professors, industry leaders, and even those who’ve disagreed with me.

I gave credit where credit was due, and then I moved forward from there. That’s how innovation compounds: it respects what came before while making it better.

The Danger of Innovating Just to Be Different

In our industry, I see too many people trying to “be different” for the sake of being different. They criticize existing work without understanding it, repackage it under a new name, and sometimes degrade quality just to create separation.

True innovation doesn’t start by tearing down; it starts by building up from a solid base.

Stability Breeds Innovation

Charlie Dunn taught me that innovation and continuous improvement come from stability and standards. Without a standard, you can’t measure improvement. Without a stable base, you can’t build higher.

At Elevate Construction, everything we create stands on the shoulders of someone else’s work. We credit them, refine the system, and leave a stronger base for the next wave of innovators.

The only exception? CPM. In my opinion, there’s nothing to improve there; it’s fundamentally flawed in how it treats people. Everything else? We can and should innovate on it.

Key Takeaway:
Don’t reinvent the wheel. Find the current best standard, give credit to those who built it, and innovate from there. Standards create the stability that makes real, lasting innovation possible.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Baseline Strategy, yes. Baselines, no.

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Why Baseline Strategies Beat Baselines Every Time

Let’s start with some Builder’s Code: Don’t wait to plan. Waiting to plan is the same thing as failing. Projects don’t go wrong; they start wrong. And they start wrong because of a lack of planning. A master builder can begin and complete a good portion of planning from a napkin sketch.

Now, on to today’s topic: baselines versus baseline strategies.

Why I Don’t Like Baselines

In theory, a baseline is the set plan or target created before signing the prime agreement or receiving the Notice to Proceed. Owners and scheduling consultants often use it for baseline comparisons later on.

The problem? Baselines lock you in. You either turn activities into level-of-effort summaries, an art form in itself, or you lock in all the activity IDs. Then, when real life happens and you need to change something, you get told you can’t because it won’t match the baseline anymore.

Baseline comparisons, slippage reports, float trends… they’re all flawed if you’re working without buffers in CPM. You’re basically behind schedule on day one, and now you’re stuck with a static plan you can’t improve without breaking the rules.

Enter the Baseline Strategy

A baseline strategy is completely different. It’s not a frozen schedule; it’s your initial strategy at the macro level, usually in the form of a TAC plan.

It informs:

Your contractual promise
Your slowest allowable speed
How to optimize each phase
Trade partner awareness during bidding
Strategic decision-making during the job

The key? It’s meant to evolve. As you move into construction, pull plans will refine it. Your norm-level TAC plan will improve it. Your look-ahead and weekly work plans will sharpen it even further.

The goal is vertical alignment, keeping everything in sync with milestones while staying flexible enough to adapt. That’s how you deliver.

The Rules of a Baseline Strategy

Do:

Use it for communication and strategic decisions
Track progress against milestones
Summarize up to a master program schedule if needed

Don’t:

Lock yourself into activity IDs that you can’t change
Refuse to adjust the schedule because “we already have a baseline.”
Waste time on baseline comparisons that don’t help execution

A baseline strategy is about mapping what’s possible and improving it from there, not predicting the future with a rigid, brittle schedule.

Key Takeaway:
Ditch rigid baselines and embrace baseline strategies. Use your initial macro plan as a living guide to hit milestones, adapt to reality, and keep your team aligned without locking yourself into a plan that will fail on day one.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Being an Influencer Gives No One the Right to be Mean to Me

Posted on August 9, 2025August 9, 2025 by Danny Jiménez⁩

Read 6 min

Being an Influencer Doesn’t Give You the Right to Be Mean

Let’s start with some Builder’s Code: the drawings are our base. We’re paid to read, understand, and act on drawings. That’s our skill. We should be reading them 15–30 minutes a day, highlighting, making notes, marking them up, and triggering action among the management team based on what we find. That’s how we spot issues early, coordinate, and keep projects moving.

Now, on to something that’s been on my mind.

The more people share on social media, the better off we are as an industry. But here’s what I don’t understand: what part of being an influencer gives people the right to be mean?

Just because someone is out there sharing, it doesn’t mean they’ve signed up to be insulted, shamed, or have their character attacked.

The Taylor Swift Example

I remember defending Taylor Swift when a crowd booed her at a game after her face appeared on the Jumbotron. She didn’t ask for it; she was just there. She’s worked her tail off since she was a teenager, stood up for women’s rights, LGBTQ+ rights, and creative ownership. And yet, people felt entitled to tear her down.

If that were your daughter, would you be okay with it? I doubt it.

Critique vs. Personal Attack

There’s no such thing as “constructive criticism” when it’s aimed at a person. You can critique systems, ideas, and processes, but tearing down a human being isn’t helpful.

When I share content, whether it’s about Lean, Takt, or anything else, it’s to help, uplift, and educate. I’m not here to host debates in my comment sections, especially when they turn into “liar, liar, pants on fire” responses instead of intelligent discussion.

Real debate means articulating your position and addressing the argument. Saying “you’re wrong” without explanation doesn’t cut it.

My Reality as a Creator

I’ve given up higher-paying corporate roles to focus on giving back to this industry. I live in a modest home, drive a modest boat, and reinvest profits into helping others. That’s my choice. But being out there, podcasts, blogs, LinkedIn, YouTube- doesn’t permit anyone to be disrespectful.

When someone crosses the line, I block them. Not because I can’t handle disagreement, but because I value my mental health.

The Bigger Problem

I believe 95% of the people who could share their knowledge online don’t because it’s not safe. They don’t want to deal with personal attacks. That’s bad for our industry.

Imagine if, instead of targeting people, we targeted broken systems, outdated processes, and harmful policies. Imagine if disagreements were handled with mutual respect and real conversation.

We’d all be better for it.

Key Takeaway:
Being an influencer means sharing knowledge, not signing up to be someone’s punching bag. If we want more people to share and improve our industry, we need to replace personal attacks with respectful, articulate conversation, aimed at systems, not people.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Daily Huddles: The Beginner vs. Advanced Approach

The Problem With the Typical “Daily Huddle”

The Advanced Approach: Three Distinct Huddles

Why It Works

How to Read Construction Drawings Without Getting Overwhelmed

1. Match Your Review to the Project Phase

2. Specialize for the Phase You’re In

3. Talk to the Trade Partners

4. Work in Small Bites

When Standardization Stifles Innovation on the Jobsite

The Danger of Over-Standardization

Our Rule at Elevate Construction

What I’d Do in Your Shoes

You Have Leverage

Bottom Line

Why “The Trades Agreed to It” Isn’t Enough

Why It’s Often a False Safety Net

What Agreement Should Mean

Our Responsibility as General Contractors

How Bomb Disposal Can Teach You to Run Better Remote Meetings

Why It Works Everywhere

The Core Principle: One Activity Frame

How to Handle Horizontal Buildouts in Takt Zone Planning

1. Work Ahead of the Takt Sequence

2. Assign Multiple Wagons

3. Leave Built-In Comeback Areas

4. Change Zone Sizes by Phase

5. Mix Methods for Flexibility

Innovation Has a Starting Point, Don’t Reinvent the Wheel.

The Problem with Reinventing the Wheel

A Better Approach

My Starting Point

The Danger of Innovating Just to Be Different

Stability Breeds Innovation

Why Baseline Strategies Beat Baselines Every Time

Why I Don’t Like Baselines

Enter the Baseline Strategy

The Rules of a Baseline Strategy

Being an Influencer Doesn’t Give You the Right to Be Mean

The Taylor Swift Example

Critique vs. Personal Attack

My Reality as a Creator

The Bigger Problem

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