August 2025 - Page 22 of 25 - Elevate Constructionist

Everyone Can Improve, with Jake & Jason

Posted on August 7, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

How a Virtual Job Walk Taught Me a Humbling Lesson in Safety Awareness

In this blog, Jake Smalley shares a deeply personal story that turned into a powerful teaching moment for construction safety and leadership. After a nasty bike crash left him bruised and concussed but thankfully alive he rebounded with a renewed focus and an innovative idea.

Jake wanted to walk a group of 50–60 superintendents through his job site in Tucson to highlight the often overlooked hazards that lead to soft tissue injuries, like pinches and cuts. But logistics made a physical walk-through nearly impossible. That’s when inspiration hit: a Matterport virtual scan.

From Zillow to Jobsite Insight

Jake had been browsing Zillow, intrigued by the real estate platform’s virtual home tours. That led to the realization: Why not use the same technology to do a virtual safety walkthrough of a live jobsite?

He Matterported his site on a regular workday no cleanup, no prep, no warning to trades and captured a realistic snapshot. Then, at the superintendent meeting, he handed out real pre-task plans from different trades and asked the supers to review the scan. Their job? Identify soft tissue hazards the crews should have noted on their pre-task plans.

The Unexpected Audit

Jake’s intention was to encourage specificity in hazard identification. Too often, terms like “pinch points” or “cuts” are written vaguely. He wanted crews to call out exactly what could cause harm like the sliding platform on a scissor lift or bulky ladders that pinch fingers. Specificity leads to awareness, and awareness leads to prevention.

But when the superintendents reviewed the footage, the feedback wasn’t what Jake expected.

Instead of focusing on soft tissue hazards, they zeroed in on every safety violation they could see no gloves, no glasses, workers on their phones. It quickly morphed into a surprise safety audit.

Jake admitted it was humbling and honestly, a bit embarrassing. But it also sparked a massive realization: There are always things happening on your job that you don’t see. And if you really want to improve, you have to be willing to look even if it stings.

The Lesson in Transparency

The takeaway wasn’t just about how to use Matterport as a safety tool. It was about embracing transparency and humility. Jake saw things he and his team had walked past daily. A floor drain that hadn’t been addressed. A safety behavior that went unchecked.

The experience taught him and the rest of us that even clean, safe jobsites can hide risks in plain sight. Sometimes we need a fresh perspective or a 3D scan to see the truth.

And here’s the real challenge: Can you do the same?

Jake dares all construction professionals to scan their sites during real-time operations. No prep. No polish. No warning. Just raw honesty. What you’ll see might surprise you and push you to lead better, safer teams.

Key Takeaway:

True jobsite safety goes beyond general awareness it requires both clear visibility and specific identification of risks. Tools like Matterport allow teams to see the site with fresh eyes, uncovering hidden hazards that might otherwise go unnoticed. But recognizing danger isn’t enough; crews must also move beyond vague terms and clearly name the specific risks tied to their tasks. This combination of visual insight and precise hazard identification transforms safety from a checklist exercise into a culture of real accountability and proactive injury prevention.

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

People Won’t Work Anymore, Feat. Scott Beebe

Posted on August 7, 2025August 7, 2025 by Danny Jiménez⁩

Read 8 min

“Nobody Wants to Work Anymore” Or Do They?

Featuring Scott Beebe of Business on Purpose

In today’s blog, Jason Schroeder sits down with Scott Beebe, founder of Business on Purpose, to tackle one of the most common and controversial statements heard in the construction industry: “Nobody wants to work anymore.”

Scott doesn’t just disagree with that narrative he dismantles it. Backed by his years of experience helping contractors systematize their businesses, Scott shares how chaotic company’s not lazy workers are the real problem. Below, we break down his most actionable insights from the conversation.

Let the Business Burn

Scott’s first book, Let Your Business Burn, was inspired by the idea that not every fire in your business needs to be put out. Most “emergencies” are ego-fueled distractions. The constant firefighting robs owners of their time, and it prevents teams from learning how to solve problems on their own. His challenge? Let it burn. If the issue is real, it’ll force change. If it isn’t, it’ll die out without draining your energy.

“Nobody Wants to Work Anymore” A False Narrative

The idea that younger generations are lazy isn’t new. Scott found references to this sentiment dating as far back as 1894. But blaming workers isn’t the answer especially when there are plenty of young people out there working incredibly hard. Instead, Scott flips the script:

“It’s not that nobody wants to work people just don’t want to work for you… if your company is chaotic, disorganized, and reactive.”

The Real Issue: Lack of Structure

Most small to midsize construction businesses lack systems. They operate on instinct, gut feel, or brute force. Scott’s team helps companies build their operations around four pillars:

Purpose
People
Process
Profit

Once these are aligned, businesses stop reacting and start scaling intentionally.

Build a Culture That Attracts People to Do Hard Things

Instead of fighting to “fix” younger workers, build a culture they want to be part of. Here’s how:

1. Create an Anchor

Use a simple spreadsheet to list the cultural activities you want embedded into your business like weekly meetings, trainings, or team events. Then map those across all 52 weeks of the year. Review it in every team meeting to ensure nothing slips through the cracks.

2. Learn From Younger Generations

Start with something simple:
Ask, “What’s the #1 song in your Spotify, playlist?”
It might sound small, but it opens the door to understanding what motivates the next generation. Building a relationship starts with listening, not lecturing.

3. Implement the “Big 5” Feedback Loop

Every successful construction business needs five consistent communication rhythms:

Weekly Team Meetings
Agenda driven, no more than one hour. Focused on big wins, updates, and culture not task solving.
Weekly Department Meetings
Project and task specific. Kept tight and targeted.
Monthly Executive Meetings
For leadership to align on strategy and vision.
Annual Performance Reviews
50% from the manager, 50% self-evaluation. No compensation talk just development.
One-on-One Check Ins
15 minutes, Same five questions every time:
1. What’s a big win this week?
2. What are you seeing and thinking?
3. What blind spots do you notice?
4. What do you need from me?
5. Here’s what I see in you and what I need from you.

Final Thoughts

If you’re struggling with finding and keeping talent, take a hard look in the mirror. Are you giving your team structure, purpose, feedback, and consistent leadership? Or are you fueling a business that runs on chaos?

As Scott puts it, “Vision without implementation is hallucination.” Start embedding systems that reinforce your culture, and you’ll stop chasing people because they’ll want to stay.

Key Takeaway:

The problem isn’t that nobody wants to work anymore it’s that too many businesses are chaotic, reactionary, and unstructured. If you want to attract and keep great people, build a culture where hard work has purpose, systems support the team, and feedback is regular and real.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Excess Inventory Is A Response to Variation

Posted on August 7, 2025August 7, 2025 by Danny Jiménez⁩

Read 5 min

Trade Inventory Isn’t the Problem, Lack of Rhythm Is…

In today’s blog, I want to share a realization I had during a Foreman Bootcamp that completely reframed how I think about trade inventory on site.

I used to look at trades bringing out massive amounts of materials and think, “This isn’t helping anyone. We’ve got cluttered floors, wasted space, and inefficiency everywhere.” But today, it hit me: they’re not doing this because they want to they’re doing it because the system is broken.

Let me explain.

When a project doesn’t have a rhythm when there’s no predictable flow, no takt time, no stable sequence, trade partners don’t know when or where they’ll be working. The GC can change the plan last minute: “move up two days,” “switch to another area,” “wait here.” In that chaos, the only thing the trades can control is making sure they have the materials on hand… just in case.

So what happens? They stage everything. Too much stock. Too much equipment. And that overproduction of materials gives birth to every other form of waste on site, motion, defects, overprocessing, waiting. It’s all there because of one root cause: lack of rhythm.

I told the group, “This is like the mommy and daddy of all jobsite waste. Overproduction and excess inventory have all the other waste babies.”

And they laughed, but it’s true. If you’re seeing trades overstocking, don’t blame them blame the system.

The solution isn’t yelling or pushing. It’s creating rhythm. Takt planning. Predictable sequences. Reliable buffers. When we build rhythm into the system, we reduce fear and reaction, and that’s when trade inventory naturally stabilizes.

Key Takeaway:

Trade partners don’t hoard materials because they’re careless they do it because they don’t trust the rhythm of the project. If you want less clutter, less chaos, and fewer delays, fix the rhythm first. Inventory is just the symptom. The system is the problem.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Roadblocks & PPC

Posted on August 7, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Stop Rushing Into Walls: Why Roadblock Removal Matters More Than Tracking PPC

In this blog, I want to talk about something I see too often in our industry: the obsession with tracking Percent Plan Complete (PPC) instead of focusing on the one thing that truly drives progress removing roadblocks.

Let me give it to you straight. Too many teams are taught to rush forward, push the work, and track what percentage they completed. But what happens when they hit a wall? We log the failure, analyze it, call it a root cause, and move on… only to hit another wall. Again and again.

That’s madness.

The Concrete Analogy

We’ve adopted a weird habit in construction of calling everything a “constraint.” That came from manufacturing (Theory of Constraints), but in construction, it’s become sloppy. Calling everything a constraint is like saying “there’s too much concrete in the concrete.” It blurs critical distinctions.

Just like in mix design, you need specific terms: fly ash, cement, sand, water. Why? Because when you name it, you can adjust it.

It’s the same with roadblocks and constraints. A roadblock is an operational problem something in the way of work today. A constraint is part of system design something upstream that must be planned around. When we lump everything into one vague category, we lose focus and power.

The Wall Analogy

Here’s the analogy that really brings this home:

Tracking PPC without clearing roadblocks first is like telling workers to run full speed into a wall and then logging the type of wall they hit.

That’s what PPC tracking often becomes: “What kind of wall did we hit today?”
How about we don’t hit the wall in the first place?

Instead of focusing on how many times we failed (and why), we need to shift the focus to identifying and removing the wall before we get there.

That’s real planning. That’s leadership. That’s flow.

My Challenge to the Industry

Yes, you can track PPC. Yes, you can do root cause analysis.
But only if your number one priority is roadblock removal before work starts.

And for that, we need to use our terms correctly. Stop calling everything a constraint. Bring clarity to your visuals, your meetings, and your culture.

Because running into walls isn’t a strategy.
Avoiding them is.

Key Takeaway:
In construction, the goal isn’t to track how many times we failed it’s to remove what causes failure in the first place. Stop rushing blindly into walls. Start clearing the road ahead.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Changing Mental Paradigms

Posted on August 7, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

This blog covers a range of critical construction leadership and mindset topics from company systems to contract requirements to cultural shifts and delivers one clear message, we need to rethink how we think.

Let’s break it down:

1. Discipline and the Builder’s Code

Discipline isn’t about rigidity it’s about preparedness. In difficult moments, our strength is determined by our training and how well we stick to solid processes. Construction professionals must continually refine their internal systems and stick to them, especially when under pressure.

2. Career Advice: What to look for in a Construction Company

when considering your next move, skip the branding hype. Instead, look for:

A strong field engineer program.
Solid preconstruction planning.
Well-run projects (don’t start on a failing job).
Self-perform capabilities (be a builder, not a broker).
Cultural alignment.
Continuous training.

Big logos and glossy presentations don’t build careers real systems and real people do.

3. Stop Saying Supers Can Run Jobs However They Want

This one hit hard: the idea that every superintendent can run a job however they want is anti-lean and deeply flawed. You’d never see Toyota allow a line manager to redesign production on the fly. Why? Because systems matter. If construction companies want to build like pros, they need standard operating systems and leaders who buy in.

4. CPM Isn’t Sacred It’s Just Old

Let’s get real about scheduling. Yes, CPM (Critical Path Method) might be in your contract, but most GCs never even redline that requirement. They blindly accept it. And even when they use it, it’s rarely optimized. Can you strategically analyze flow with it? Zone effectively? Sequence functionally? Probably not. If you’re not using a system to gain insights or accelerate performance, then it’s not a scheduling tool it’s paperwork.

5. In Construction, Nobody Wins When Projects Go Bad

When projects go sideways, people don’t try to win they just try to lose less. That’s the truth. Owners, GCs, and trades all dig in, get defensive, and start covering their tracks. Nobody actually wins. Instead of waiting for a court case that never comes, we should be trying to build projects right the first time.

Final Thought:

If something feels wrong, reframe it. Question how the issue is presented. Is the logic built on fear, habit, or ego? Or is it grounded in purpose, system thinking, and true value for the team?

Key Takeaway:

Construction success hinges less on tools like CPM and more on leadership clarity, cultural alignment, and standardized systems. When teams stop relying on outdated habits or personal preferences and start thinking strategically with discipline and shared processes projects run smoother, faster, and with far less risk.

If you want to learn more we have:

Discover Jason’s Expertise:

Improvement from Anger or Positivity?

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

In this blog, I want to share a concept that’s critical when it comes to solving problems in construction teams and leadership environments.

But before diving in, here are a few quick updates: the CPM book now features a foreword by Felipe Engineer, the General Superintendent book is nearly complete, the Takt Planning book has been revamped with 25 new pages, and the Field Engineer book is progressing well. We’ve got exciting video content coming soon too. Oh and we just wrapped up a strategy call with Paul Akers and our partners in preparation for an incredible Japan trip.

Let’s now touch on a few important leadership principles:

Always have buffers. Buffers do not waste time they protect it. Moving work ahead unnecessarily creates variation and chaos. Flow thrives in systems designed with buffers. Just like your body uses buffers in its systems (think breathing, blood circulation), projects need buffers to create predictable and efficient workflows. Sadly, some leaders still believe buffers breed laziness. That’s simply not true. Buffers are a mark of intelligent design not inefficiency.

Control is not the enemy. Too much control, especially over people, is ineffective. But too little is disrespectful. We must control jobsite cleanliness, safety, and respect. To claim nobody should control anything is to misunderstand how the world works. We control for the sake of safety, quality, and stability.

Stop comparing everything to data centers. Data center construction is often disorganized and rushed. While some teams may do great work, data centers aren’t inherently better it’s about the people and the systems they use, not the type of project.

Let’s now get to the core idea of this blog:

Problems can either lead to improvement or turn into suspicion and criticism. This depends on the environment created by leadership. If a company is structured with strong feedback loops and an open culture, problems become opportunities for growth. But if there’s no mechanism for improvement, frustration festers. Employees, understandably wired for fear and protection, will default to suspicion and negativity.

As leaders, we must build environments where people are heard, feedback is acted upon, and improvement is part of the culture. On the flip side, employees should also seek to raise concerns with a solution-focused mindset. While it’s okay to point out issues without having a fix, aiming to collaborate on a better path forward is even more powerful.

One more analogy worth sharing: in leadership, avoid being the kind of seagull that flies into the jobsite, creates chaos, and disappears. Instead, come prepared to help like a seagull bringing nourishment, not disruption. The goal is to leave the team better than you found them: more supported, more equipped, more stable.

Key Takeaway:
In construction, leadership isn’t about control for its own sake it’s about creating systems where people can solve problems constructively. Problems should be met with collaboration and feedback, not suspicion. Leaders must build feedback loops, and team members should respond with solutions and a positive mindset. When both sides embrace improvement, real change happens.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Toxic Seagulls

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

I’m excited to be with you today. I’m going to talk about some concepts that will really help us avoid becoming toxic seagulls in construction leadership.

Let’s start with a favorite builder code: “Put yourself beyond the possibility of defeat.” In construction, we aren’t superheroes we’re humans. We need systems and processes that protect us from failure, not blind hope that we can react our way through chaos. Real strength comes from preparation.

Now, here’s something interesting. I received feedback from someone who had lunch with a retired CEO of a major commercial construction company. This CEO said his company never did lean construction because “customers never wanted to pay for the extra cost and oversight.” While this may sound reasonable, it reflects a cultural misunderstanding.

The truth is lean isn’t something owners should have to pay for. It’s a mindset and system that should be embedded into how contractors operate. When done right, lean reduces overall project costs by eliminating waste and improving flow. It’s not about increasing pre-construction or oversight costs; it’s about increasing total value and decreasing inefficiency. Saying “the owner wouldn’t pay for it” really just means the contractor didn’t value it enough to make it part of their standard practice.

We do lean not because it’s billable we do it because it’s the right thing for people, for quality, and for the long-term success of a company.

Now onto the main topic toxic seagulls. You’ve probably seen it before: an executive, director, or senior leader drops into a job site, causes chaos, criticizes, stirs up panic, and leaves without offering real solutions. That’s the classic toxic seagull flying in, crapping on everything, and flying out.

But what if we flipped the analogy? What if seagulls arrived with a fish in their mouth, feeding and supporting the team? Leaders should visit projects to serve, uplift, clarify, and bring solutions not create stress or instability.

I once saw a toxic version of this in Oklahoma, where two superintendents would lock themselves in a room for hours, emerge with vague directives, and destabilize the entire jobsite. They weren’t leading they were seagulling. Leadership through isolation and secrecy creates confusion, resentment, and failure.

Great leaders engage, listen, ask questions, and support teams on-site. When you leave a project site, the team should feel more confident, more equipped, and more connected not more anxious and confused.

Key Takeaway:
In construction leadership, don’t be a toxic seagull. Whether you’re a superintendent or CEO, your job is to feed and support the team, not drop in with criticism and leave chaos behind. Real leadership is proactive, collaborative, and rooted in serving others. And when it comes to lean, don’t wait for owners to “pay” for it do it because it’s the right thing for your people and your project.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Relationships, Feat. Mark Story

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 8 min

How to Build High-Performing Construction Teams Lessons from Mark Story

In this blog, I had the absolute honor of interviewing one of my mentors and industry heroes Mark Story. Mark has over 37 years of experience in construction, from pouring concrete with tool bags on to leading massive projects with companies like DPR, Mortenson, and AECOM Hunt.

We talked about how he builds teams, what makes him such a strong relationship-builder, and why that matters more than ever in construction today.

Here are some key insights from our conversation.

Great Builders Build People First

Mark has built some of the most complex data centers, healthcare facilities, and semiconductors in the country but his secret sauce isn’t just in planning. It’s in people.

“I used to chase a career… now I chase legacy. And legacy is about helping others win.”

He believes in authentic relationships, and it shows. Whether it’s calling someone just to check in, encouraging a young assistant super, or backing up a trade partner Mark makes others feel like they matter. That energy multiplies across a team.

Look, Listen, and Feel

Mark shared something that hit me like a ton of bricks:

“First impressions are often wrong. Look, listen, and feel.”

When he joins a struggling job, he doesn’t show up swinging a hammer (like he used to). He observes. He asks questions. He doesn’t assume that underperformance means incompetence it often means overburden.

That approach can transform how leaders diagnose problems and build trust from day one.

Let People Fail And Then Stand With Them

Mark shared a story about a team member who made a mistake that cost $10K+. But instead of stepping in to “save” the day, he let the failure play out. Why?

“That mistake hurt but he never forgot it. It made him better.”

Leadership isn’t about being the hero. It’s about building people who can be the heroes. And sometimes, that means giving them space to learn through failure with your full support.

It’s Okay to Have Opinions But Listen First

One of my favorite takeaways from this episode:

“I used to write a big L at the top of my notepad just to remind myself to listen.”

That visual cue helped Mark slow down and stay curious. And that curiosity asking questions, not leading the witness, letting people own their process creates a job culture where people feel safe, seen, and motivated.

The Habits That Build Remarkable Teams

Mark’s approach is built on repeatable habits, not personality. Here are a few he shared that we can all learn from:

Write “L” on your notepad to remind yourself to listen more than you speak.
Make intentional calls he stays connected with dozens of people just by checking in.
Ask great questions without pushing an agenda.
Let others lead don’t dictate how, just clarify what the team needs to achieve.
Care enough to have hard conversations correction doesn’t mean conflict when it’s done with care.
Plan visually because most builders are visual learners.
Focus on what’s right not who’s right. That one came from DPR and is now permanently in my builder’s code.

Final Thought from Mark

“Relationships are everything. Focus on what’s right, not who’s right. And self-reflection will take you further than skill ever will.”

Mark is a true example of someone who leads from the heart, listens deeply, and elevates the people around him.

This episode reminded me that while tools and tactics matter nothing drives a successful job more than authentic leadership.

Thank you, Mark. You’ve made me a better builder.

Key Takeaway:
Great teams are built through authentic relationships, active listening, and genuine care. When leaders focus on empowering others, staying curious, and doing what’s right not just being right they create a culture where people thrive and projects succeed.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

We aren’t as Unique as You Think

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

You’re Not That Unique And That’s a Good Thing for Construction

I hear this phrase all the time in construction:
“Yeah, but our project is different.”
And I get it. The building may be unique. The location, the team, the tools they all vary.

But here’s the truth: the process doesn’t.

This belief that “we’re different” might feel empowering in the moment, but it’s one of the most damaging mindsets in our industry. It’s holding us back from standardizing, improving, and scaling real excellence.

The Trap of Believing You’re Unique

Kate and Kevin from our Elevate team recently challenged me with a simple but important question:
Are we offering standard and affordable consulting, or custom and expensive?

That hit me.

Because the entire industry is addicted to “custom.”
We’ve glorified it.
We wear it like a badge.

But this mindset leads to:

No standard processes
Avoidance of production systems like Takt
Reinventing workflows on every project
Constant burnout and inefficiency

We make things harder than they need to be.

Let’s Be Honest About What’s Actually Different

Yes, every project has unique elements:

A hospital is different from a retail center
Urban logistics vs. rural sites
Tool and equipment choices vary

But the core sequence?
That’s the same.

Build the foundation
Go floor by floor
Run structure
In-wall systems
Overheads
Finishes
Commissioning

The flow is repeatable, and so your planning should be too.

Where This Mindset Really Hurts

Scheduling & Planning
Teams build durations from scratch, ignoring proven reference data.
No rhythm. No buffer. Just chaos.
Pull Planning
We treat it like a whiteboard exercise instead of the science it is.
Honestly? AI is on the verge of doing it better than some trade partners.
Systems & Templates
We avoid standard tools because we think, “our project is different.”
That leaves us in manual chaos with no feedback loop.

The Fix? Celebrate Consistency

The best builders don’t wing it.

Hensel Phelps doesn’t wing it.
They standardize, stabilize, and scale.

You can do the same:

Use templates
Apply production law
Embrace Takt planning
Track and replicate what works

For the New Supers Coming Up

In this episode, I also answered a great question from a young union carpenter aiming to become a superintendent. My advice?

Start now
Build the habits
Master the basics

Things like writing clearly, typing fast, showing up early, asking good questions those aren’t “extra.”
They’re the foundation of leadership.

Final Thought

You’re not as unique as you think. And that’s not an insult it’s a gift.

Because if the process is repeatable, that means we can master it.

We can stop reacting and start planning.
Stop improvising and start building flow.
That’s how we elevate construction.

Key Takeaway:
Don’t chase uniqueness master repeatability. Standardize your process, stabilize your team, and scale your results. That’s how you win in construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

We Will Make It up on The Road

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

You Can’t Make It Up on the Freeway: Why Rushing in Construction Doesn’t Work

We’ve all done it running late, hoping we can “make up time” by pushing the gas a little harder, weaving through traffic, and catching every green light. That’s exactly what I tried to do recently when I was late picking up a replacement CPAP machine. It was important. I needed it for my health. So naturally, I hit the gas.

I sped up. Changed lanes. Tried to time everything perfectly.

But guess what?

I arrived at 4:03 PM no earlier than if I’d just driven normally. I didn’t save a single minute. I just stressed myself out. And that’s when it hit me: this is exactly what we do in construction all the time.

Construction Is Like Driving on the Freeway

Let’s break this down:

Driving Late to an Appointment	Rushing in Construction
Leaving late	Starting without a solid plan
Speeding to “make up time”	Overtime, weekends, and last-minute pushes
Risking a crash	Injuries, burnout, quality issues
Still arriving late	Still missing the deadline

We tell ourselves that by working harder or faster, we’ll make up time. But it doesn’t work like that. What we’re really doing is masking poor planning and inefficiencies with raw effort and that’s a dangerous game.

If You Mask Waste With Hours…

This is one of the core truths we live by at Elevate:

“If you mask waste with hours, there’s never a motivation to improve.”

When we let poor planning slide by throwing more hours or people at the problem, we’re not solving anything. We’re just delaying the inevitable.

I’ve seen it over and over again—projects that are constantly “pushing” just to keep up. Crews exhausted. Schedules slipping. Quality suffering. And leadership in panic mode, wondering why things aren’t clicking.

The truth? Speed isn’t the answer.

So What Is?

Let’s go back to the driving analogy:

Leave earlier → Start with a solid preconstruction plan.
Stick to the speed limit → Maintain a consistent, predictable production rhythm.
Stop switching lanes → Follow the plan. Avoid unnecessary changes and disruptions.
Don’t panic → Trust your system. Trust your people.

That’s how you get results not with chaos, but with calm, consistent action.

Final Thought: Busy ≠ Productive

Rushing looks productive. It feels intense. But it’s often just a dressed-up version of dysfunction.

It’s the illusion of urgency masking the absence of strategy.

So don’t fall for it.

Don’t mistake effort for effectiveness.

Don’t try to “make it up on the freeway.”

Instead, plan better. Start earlier. Flow steady. Finish strong.

Key Takeaway:
You can’t make up time by rushing not on the freeway, and definitely not on your project. Calm, consistent planning and flow will beat panic every single time.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Trade Inventory Isn’t the Problem, Lack of Rhythm Is…

Key Takeaway:

Stop Rushing Into Walls: Why Roadblock Removal Matters More Than Tracking PPC

The Concrete Analogy

The Wall Analogy

My Challenge to the Industry

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VIRTUAL FORMAT & ACCESSIBILITY

faq

GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes

Day 2

Agenda

Outcomes

Day 3

Agenda

Outcomes

Day 4

Agenda

Outcomes

Day 5

Agenda

Outcomes