August 2025 - Page 24 of 25 - Elevate Constructionist

The Big Difference between a Path of Critical Flow and a Critical Path

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Why the Path of Critical Flow Beats the Critical Path Every Time

Let’s talk about something I think is hurting our projects more than helping them: the obsession with the Critical Path. I’ve been in this industry long enough to see it over and over teams stressing, sprinting, and burning out over what they think is “critical,” all because of how we’ve been taught to manage schedules.

But what if I told you there’s a better way?

What the Critical Path Gets Wrong

The Critical Path Method (CPM) has been the industry standard for decades. It defines the sequence of activities that determines the project’s minimum duration. Delay one activity on that path, and the whole job gets pushed.

Sounds smart, right? But here’s the issue: most people treat the critical path like a panic button.

“It’s critical, so let’s throw more people at it. Work weekends. Push harder. Hope it gets done.”

I’ve seen it happen too many times. This mindset creates chaos, not clarity. It fuels reactive decisions and burnout without actually improving the project’s outcome.

What We Should Be Using: The Path of Critical Flow

Instead of obsessing over the critical path, we should be focusing on what I call the Path of Critical Flow.

This approach is rooted in Takt planning, and it shifts our focus from urgency to optimization. The path of critical flow looks at the longest uninterrupted sequence of tasks that must flow smoothly for the project to succeed and it builds in buffers to support that flow.

It helps us ask the right questions:

Are our handoffs clean?
Do we have flow between trades?
Are buffers and work zones lined up?
Are we starting with the materials, tools, and manpower we need to finish right the first time?

This method doesn’t trigger panic. It builds confidence.

One of My Favorite Analogies

Let me paint a picture.

Imagine your spouse leaves town for the weekend and you’re watching the kids. There are two ways that can go:

Critical Path style: They call every hour asking, “Is the house on fire? Are the kids okay?” You’re reactive, overwhelmed, and constantly firefighting.

Path of Critical Flow style: They leave you a clear plan, meals prepped, schedule posted, backup numbers, snacks ready. You’re empowered, calm, and in control.

That’s what we want for our teams. Not chaos, clarity.

Final Thoughts

When I switched my mindset from “what’s critical” to “what flows,” everything changed. I stopped managing stress and started managing strategy. Projects ran smoother. Trades were happier. Outcomes improved.

Key Takeaway:
The Critical Path shows you what’s urgent. The Path of Critical Flow shows you what’s smart. One triggers panic. The other builds progress. So next time you’re looking at your schedule, don’t just ask “what’s critical?” Ask “what flows?” That’s the game-changer.

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

Dismemberment Engineering

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Why “Value Engineering” is Often Just Dismemberment Engineering?

Let me be blunt: what we often call “value engineering” in the construction industry is anything but. Most of the time, it’s dismemberment engineering a desperate act of chopping up a finished design just to meet budget after it’s already too late.

In this blog, I want to talk honestly about why this model is broken, and what we can do to fix it.

Value Engineering vs. Dismemberment Engineering

Let’s set the record straight.

True value engineering is creative. It’s thoughtful. It’s about bringing together smart people early in the process to find ways to increase client value while reducing unnecessary cost. It’s proactive. Collaborative. Strategic.

But here’s what really happens far too often:

A design team works in isolation.
Trade partners aren’t brought in.
The design is pushed forward to completion then someone finally checks the budget.
Surprise: the project is millions over.
Cue the “value engineering” phase, which usually means slashing the project.

Suddenly the brick veneer is gone. The elegant staircase? Cut. The canopies or carports? Deleted. The finishes downgraded.

This isn’t value engineering it’s dismemberment.

The Fallout of Late-Stage “VE”

When we fall into this pattern, here’s what we really create:

Frustration for trade partners who weren’t involved early
Waste from redoing design work
Delays from scope changes and redesign
Disappointment for owners who lose what they loved
Demoralisation for design teams who poured their passion into the project
Erosion of trust between all parties

And worst of all?

We end up delivering a building no one is proud of.

The Better Way: Target Value Delivery

There is a better way. It’s called Target Value Design (or Target Value Delivery).

Here’s how we do it right:

Start with the budget. Set the pro forma or target cost upfront before design even begins.
Bring in the GC early. I can’t stress this enough. General contractors must be involved to provide cost and constructability feedback during design, not after.
Engage trade partners. Use design-assist scopes and letters of intent to bring in subs early during precon.
Co-create the design. Run page flips, host design charrettes, and keep the team in alignment using real-time visuals.
Use Lean systems. Takt planning, Last Planner, and visual management help keep the design and budget aligned throughout.

When we work this way, we stop reacting and start building the project everyone wants from day one.

Final Thoughts:

We need to stop accepting dismemberment engineering as the industry norm. It’s not normal. It’s not okay. And it’s absolutely not “value.”

Until we get so annoyed by this broken process that we refuse to repeat it nothing will change. But when we start designing to budget from the start, bringing the right people into the room early, and using systems that promote collaboration, everything changes.

And that’s what we’re here to do.

Key Takeaway
If you’re cutting key features to hit a number, you’re not value engineering you’re dismembering. True value engineering happens early, involves the right people, and uses smart Lean systems to design to the budget from day one.

Let’s do better. On we go.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Training Resources for Field Engineers

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

From Carpenter to Superintendent: What Should You Learn First?

I recently received a message that really inspired me. A listener had just made the leap from being a union carpenter to becoming a superintendent at a commercial general contractor. He’s now building grocery stores, pharmacies, and retail spaces and stepping into leadership.

His big question?

“Where do I start?”

He’s already feeling the weight of responsibility and recognizing that there’s a lot to learn, especially around field engineering and quality control. The exciting part? He’s not hesitating. He’s already reading Elevating Construction Superintendents and the Field Engineering Methods Manual. I love that mindset.

Here’s exactly what I told him and what I’d tell anyone stepping into this role.

Start with the Three Daily Habits of a Builder

If you do nothing else, build these three habits into your day. They’ll give you momentum and clarity:

Read the plans for 30 minutes a day.
You’ll start to build confidence, see the job more clearly, and gain real foresight. The more you read the plans, the more you’ll start to think like a builder.
Update the production plan daily.
Spend 30 minutes making sure you’re ahead of bottlenecks. This keeps the team flowing and gives you visibility on what’s coming next.
Walk the site with purpose.
Use your walks to connect the plan to reality. Where there’s a disconnect, take action. It’s not just about walking it’s about leading through observation and correction.

These three habits aren’t just tasks they’re leadership in action.

Use the Miro Boards

We created Miro boards at Elevate Construction to support superintendents and field engineers. These boards are packed with tools, guides, and learning content. If you’re new, there’s no excuse not to start here they’re free, visual, and simple to use.

What you’ll find:

Clear role descriptions
Recommended books and video content
Templates and checklists
Daily, weekly, and monthly rhythms
Scorecards for tracking progress

Whether you’re a new super or training one, these boards will get you going fast.

Watch and Read These Core Resources

Here’s what I recommend reading and watching:

Field Engineering Methods Manual (Version 4 coming soon)
Construction Surveying and Layout by Wes Crawford
The Lean Survey YouTube Channel
Elevate Construction Podcast and YouTube content
Elevating Construction Superintendents (Read it again!)
Coming soon: Elevating Construction Field Engineers

Adopt a Long-Term Learning Mindset

I get it stepping into leadership can feel overwhelming. But let me encourage you: feeling overwhelmed is a sign you care.

You don’t need to know everything. What you need is the mindset and the habits to keep learning and to stay humble.

“What matters most is not knowing everything, it’s building the habits that help you see ahead and take action.”

A Quick Note on Feedback and Support

If you’ve bought one of our books and it fell apart due to a poor printing run please let me know. I’ll send you a replacement copy for free. No strings attached.

We’re also working on our upcoming books with a collaborative model what I call a “Taylor Swift move.” We’re building these with our audience, getting real-world input to make the books authentic, seamless, and powerful. Your feedback matters.

Key Takeaway

Start with habits, not titles.

Reading plans. Updating production. Walking the site with purpose. These will do more for your growth as a new superintendent than any job title, fancy tool, or degree ever could.

We don’t just build projects, we build people.

And if you’re stepping into leadership: I’m rooting for you.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Cutting Resources

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Where Do I Start? Helping Projects Succeed When Systems Are Missing

Not long ago, I received a powerful message from a superintendent in Brazil. He’s leading a $1 million façade restoration project and reached out for help not with tools or tech but with something far deeper: Where do I even begin when no one around me believes in planning?

His company had taken on more complex work but hadn’t built the systems to support it. The project is riddled with delays, waste, and rework. The PM who also happens to be the owner doesn’t believe in methodology. His strategy? “Just depend on the goodwill of the people.”

Meanwhile, this superintendent is trying to bring structure, flow, and improvement to the job but feels stuck. He doesn’t know where to begin.

Here’s what I told him:
You don’t need expensive software or a big team to make progress. You just need intention and a few foundational practices that reduce friction and bring people together.

Goodwill alone won’t carry a team through chaos.

Here’s where I recommended he start:

Weekly Visual Plans
If full-scale pull planning feels too much, grab a marker and sketch out a weekly plan. Just one page. Draw the façade, mark which trades are working where, and review it with your foremen. These visual plans build clarity and shared focus.
Daily Huddles
Each morning, check in. Ask: “What are you working on?” and more importantly, “Do you have everything you need to finish?” One-piece flow is better than starting everything and fixing it later.
Clear Roadblocks
Our job as leaders is to remove friction. Find constraints, remove overburden, and create smooth handoffs. That’s how we show respect: by not wasting people’s time.
Stop Starting, Start Finishing
Flow doesn’t come from action it comes from completion. Don’t allow trades to start something that can’t be finished properly. Begin creating rhythm by focusing only on what can be done well.

I remember a superintendent at Hensel Phelps who came in to turn around a failing project. His first move? Stop everything. Pause the chaos. He only brought trades in when their work could truly flow. And it worked.

But then I heard back from the superintendent in Braziland the story took a turn. The PM had doubled down: cut planning altogether, reduce staff, and “just solve problems as they come.”

And I have to be honest that’s one of the dumbest things I’ve ever heard.

This isn’t lean. It’s not even leadership. It’s just irresponsible. That kind of thinking pushes the pain of poor planning onto the workers. It’s dressed up as efficiency, but it’s really just a refusal to be accountable.

Planning is not optional. Not if we care about our people.

So if you’re overwhelmed, I want you to hear this:

You don’t need fancy systems.
You don’t need a perfect plan.
But you do need to care enough to start.

Draw something. Talk to your team. Stop what can’t be finished. Protect your people. That’s leadership.

Key Takeaway:
You don’t need complexity to lead well. Just respect your team, plan their work, and remove their roadblocks. Leadership isn’t about getting by it’s about building up.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Power of “Thank You”, Feat. Mark Story

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

The Power of Thank You: A Small Habit That Builds a Strong Culture

In this episode, I had the pleasure of sitting down once again with my good friend and mentor, Mark Story. And we dove into something simple so simple that it’s often overlooked but deeply powerful: the act of saying thank you.

In construction, we tend to think in terms of toughness, deadlines, and discipline. But Mark brought a message that cut through all of that: building people matters just as much as building projects.

He shared a story from early in his career that really hit home. After working in a high-stress, shout-heavy job, he took a pay cut to work at a smaller company. When his new boss handed him his first paycheck and said, “I cannot thank you enough,” it rocked him. That moment of genuine appreciation meant more than the money. It was a turning point in his leadership journey.

A well-timed thank you can be worth more than a raise.

From there, we unpacked how something as small as noticing and appreciating good work can change the energy on a jobsite. Mark urged us to look for people doing the right things picking up trash, collaborating across trades, showing up early, staying late and not just notice them, but thank them. Not just quietly, but publicly. That lifts morale, builds trust, and creates approachability.

I’ve seen it myself some of the roughest, toughest-looking workers still want to be seen, respected, and valued. Every human wants to know they matter. Every builder wants to feel appreciated.

Gratitude, humility, encouragement these aren’t soft skills. These are the things that set true leaders apart. When you build connection, accountability becomes easier. When teams feel seen, they show up stronger. When leaders are approachable, problems get solved faster.

Gratitude is the foundation of influence, trust, and loyalty.

We also talked about the risk we run in the general superintendent role if we don’t get this right. It’s not enough to track progress or enforce rules. We’ve got to connect, communicate, and care.

So we shared a few practical ways to start:

Show up early and walk the site
Pick up trash and lead by example
Run short morning huddles to praise the crew
Thank people for the small things being on time, staying late, stepping up
Recognize someone publicly in front of their peers
Block time to be present in the field
Ask questions, listen, and get to know your people

I shared a personal story too about a general superintendent who had my back during a really tough presentation. He simply said, “Let Schroeder do what he does.” That belief lit a fire in me. He led with trust, not control. And I’ve never forgotten it.

A simple thank you is free but its value multiplies across teams and over time.

We closed with one last challenge from Mark and it’s maybe the most important one of all: Don’t forget to thank your partner at home. Behind every successful builder is often a family sacrificing time, energy, and support. They deserve our appreciation too.

Key Takeaway:
A strong culture on the jobsite isn’t built just with tools or systems it’s built through relationships and respect. Make gratitude a daily habit. A handshake, a kind word, a shout-out in the morning huddle these small acts of appreciation can transform the way we lead, work, and build together.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Toxic Cultures on both Sides

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Toxic Behaviors, Safe Cultures, and the Balance Leaders Must Strike

This is a tough one but a crucial one.

If you’re leading or working inside a construction company, you know there’s constant talk about building a “safe culture.” And yes, I’m all for psychological safety: a place where people can speak up, challenge ideas, and raise concerns without fear of retaliation.

But what happens when that same principle is misused? When “speaking up” becomes gossiping in the background? When “questioning” masks negativity, division, or shadow leadership?

This is a line I’ve had to walk personally. And it’s not easy. I’ve had to learn how to protect a healthy culture without shutting down dissent. How to invite critique without tolerating toxic behavior.

Let me be clear: a psychologically safe team is not one where anything goes. It’s one where feedback is offered with respect and with the goal of building, not tearing down.

If someone is working in the shadows rallying others behind the scenes, undermining leadership, creating cliques that’s not brave transparency. That’s manipulation. That’s shadow leadership. And it can quietly erode trust, distract your team, and kill progress.

So what do we do?
We deal with it head-on.
Privately. Directly. Respectfully.

I’ve learned to invite people to bring their energy into the light. If you’ve got concerns, let’s hear them in the room. If you have ideas, step up and lead a topic. Bring your questions to the surface. Help us solve real problems. But don’t confuse that with stirring the pot behind closed doors.

To help identify cultural toxins, I’ve been gathering a list 20 common behaviors that eat away at a healthy environment. Here they are:

Fear-based leadership
Loyalty over integrity
Retaliation culture
Favoritism
Gossip and whisper campaigns
Blacklisting
“Us vs. them” mentalities
Secret alliances
Information hoarding
Gaslighting
Silent sabotage
Public humiliation
Illusion of inclusion
Performative values
Oversurveillance
Rule-bending for powerful people
Isolation of high performers
Perpetual crisis mode
Punishing transparency
Weaponized incompetence

Some of these are subtle. Some are loud. All of them are destructive. As leaders, we must have the courage to confront them not just when it’s easy, but when it’s hard.

That said, not all oversight is toxic. Let’s not confuse firmness with harm. New team members may need close support. Early phases of projects might require tighter control. Intent and impact matter more than tone.

Culture doesn’t grow from being hands-off. It grows when we’re intentional when we’re brave enough to protect it.

Key Takeaway:
Create space for honesty and open dialogue but be just as committed to protecting your culture from hidden toxicity. Speaking up should build trust and clarity, not undermine them.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Ego-driven Fools

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Ego-Driven Fools and the Cost of False Leadership

This one’s going to get real. I want to talk about a concept that’s powerful, a little uncomfortable, but absolutely necessary the ego-driven fool.

Now, I’m not throwing shade at individuals. This isn’t about name-calling. It’s about calling out a pattern of behavior I’ve seen over and over again in our industry and being honest about the damage it causes. This came from conversations with respected voices in construction, and I’ve had time to reflect deeply on it.

Bottom line:
We need to stop rewarding posturing and start honoring real leadership.

Let me paint the picture.

There are two false images of the superintendent that show up all the time. One is the disorganized operator bad voicemail, messy truck, no notes, everything “up in here” (points to head). The second is the classic “tough guy” arms folded, ego inflated, never wrong, never listening, and definitely not planning.

Neither is leading.
Both are dangerous.

I’ve seen how this behavior blocks collaboration, kills innovation, and gives leadership a bad name. But here’s the truth: being a superintendent isn’t about control it’s about service.

Let me break down the progression I’ve seen in the role:

Old School Super: Loyal, experienced, principled but often lacking the tools and structure needed today.
Ego-Driven Fools: Disorganized, anti-learning, resistant to tech, reactive, and emotionally driven.
Superintendent 2.0: Respectful, tech-savvy, collaborative, and committed to growth.
Superintendent 3.0: Lean-trained, master planners, team builders, humble leaders the future of our industry.

There’s a clear message here:
Grow.
Don’t let ego keep you from becoming who your team needs you to be.

I’ve heard the pushback. I’ve seen the comments online “Planning is pointless,” “Trades won’t follow,” “This is all nonsense.” That resistance comes from fear and ego, not from truth. And it’s holding our industry back.

Let’s be honest about what ego-driven fools do:

Always need to be right
Confuse arrogance with confidence
Talk more than they listen
Take credit but avoid responsibility
Reject feedback
Surround themselves with yes-men
Overestimate their value
React emotionally
Resist growth

And I’ll be the first to admit, I’ve done some of these. I’ve been in those shoes. But here’s the difference: I chose to get honest, to grow, and to lead from humility instead of pride. That’s the invitation I’m extending to you.

If we want to build great teams and great projects, we need to be better leaders.

Here are five habits I’ve found that help build real leadership presence:

Admit mistakes. Show your team that learning is part of the journey.
Welcome dissent. Let others challenge you, iron sharpens iron.
Reward speaking up. Celebrate courage, not just obedience.
Ask real questions. Be curious, not controlling.
Make space for quiet voices. Leadership is about hearing everyone, not just the loudest.

This isn’t just about being a better superintendent it’s about creating an environment where people thrive, feel heard, and contribute to something bigger than themselves.

Key Takeaway:
Being a superintendent isn’t about having all the answers or being the loudest voice in the room. It’s about leading with humility, learning constantly, serving your team, and pushing the industry forward. Lose the ego, build the connection that’s where greatness lives.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Don’t Cut the Passion in your Pixar Planning & Reviews

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Critique is Fine, but Don’t Cut the Passion

Let me share something I’ve been thinking about a lot lately and it connects two seemingly different worlds: construction planning and Pixar storytelling.

Here’s the truth I keep coming back to:
You can review, critique, and refine a plan all you want but if you strip out the passion behind it, you’re left with something lifeless.

It started with a conversation around PPC Percent Plan Complete a metric often used in lean construction. I’ve never been a fan. Sure, it sounds good on paper, but in reality, PPC is a lagging indicator. It tells you what happened, but it doesn’t help you prevent what’s coming. It’s not tied to flow. It doesn’t consider the criticality of tasks. It adds to the work-in-progress with little actionable insight. And most of the time, it leads to shallow root cause analysis that doesn’t actually fix anything.

What we should be tracking are things like roadblock removal rate and perfect handoff percentage proactive metrics that actually drive improvement. Yes, PPC is in the books. It’s in the systems. But that doesn’t mean we should treat it as gospel. If we want high-performing teams, we need to use tools that work, not just ones that look good.

And that brings me to the real point.

We’ve got to stop clinging to systems and reviews that exist just for appearance’s sake.

To drive this home, I want to make a comparison and it might sound out of left field to Pixar’s movie Elio. That film didn’t flop because of bad visuals or poor technical execution. It flopped because it lost its soul. From what I understand, the original story was personal, heartfelt, and packed with meaning. But it was reviewed and refined so many times that the final result ended up being about… nothing. It was sterile. Soulless. Safe.

I’ve seen the same thing happen in construction.

I think about the BSRL project a build that I’m proud to have been a part of. That job was remarkable not because we checked every box perfectly, but because we were fueled by passion. We used prefabrication, deep coordination, lean systems, and fresh planning methods, yes. But more importantly, we had crazy, passionate ideas, and we let them live. The team was on fire with creativity, collaboration, and commitment to doing something different. That’s what made it great.

So here’s my warning to myself, to all of us:

Don’t let your planning reviews turn into soul-crushing, box-checking rituals. Don’t let your risk reviews, fresh eyes meetings, or phase planning workshops become exercises in conformity. Use them to improve not to sanitize. The goal isn’t just a clean plan. The goal is to build something better. Something meaningful.

Don’t cut the passion just to make things neater.

Key Takeaway:
Planning reviews are necessary, but not if they eliminate the very thing that makes a project great passion. Whether in film or construction, it’s the heart, originality, and energy behind the work that separates the ordinary from the remarkable.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

PMs & Nauseating Perfection

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Nauseating Perfection and the Real Role of Project Managers.

Project managers are vital to any construction project. They bring structure, direction and much-needed organisation. But there is one behaviour that can undermine their impact nauseating perfection. It sounds harsh, but it refers to when project managers focus too much on details that do not matter, checking boxes instead of driving results.

The issue is not with aiming for high standards. The problem arises when PMs focus more on aesthetics and surface-level compliance rather than functional excellence. They might seek more quotes than needed, demand unnecessary paperwork, or reject work due to minor formatting issues. These actions do not serve the project; they only create delays, frustrations and inefficiencies.

As Derek Kirkland once said, “You’ve got 100 units of energy, spend them where it matters.” Time and effort spent nit-picking could be used to improve planning, team alignment, or actual building. The habit of over-focusing on perfection wastes valuable energy and distracts from what really drives progress.

Excellence is about results, not appearances. A clean spreadsheet means nothing if the work is delayed.

The pursuit of perfection can also feed into ego. Some project managers try to add value by being overly strict or rigid, which only disrupts the flow of work and damages team morale. Worse still, this kind of behaviour can sometimes get people promoted who should not be, just because they “look the part” rather than deliver meaningful results.

Leadership is not about credentials, it’s about execution, support, and simplifying complexity.

It is also important to challenge the overreliance on credentials. Degrees, certifications and formal training have their place, but they do not replace real implementation. Many project managers boast about training or titles but cannot point to anything they have actually put into practice. What truly matters is the ability to lead, build, and deliver outcomes that benefit the project and the team.

True leadership in construction involves reducing complexity. There is an art in knowing how to simplify and focus only on what adds value. That is where project managers shine, not in perfection, but in effectiveness.

The blog also includes a reminder from the builder’s code: “Discomfort leaders to comfort the workers.” It means leaders must carry the harder planning burdens to make things easier for the trades and crews. This mindset creates more respectful and productive teams.

One listener shared a powerful story about applying Elevate Construction’s principles on sites that did not formally adopt them. By treating people with respect, increasing team huddles, and leading by example, they managed to build camaraderie and improve production. Their effort was noticed, and they were promoted to help build strong teams elsewhere.

That is the power of focusing on excellence rather than appearances. It is about improving the experience for everyone and delivering results that matter.

Key takeaway:
Project managers should lead with purpose, not polish. Nauseating over perfection wastes time and distracts from real outcomes. Focus on simplicity, results and team well-being that is what elevates construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

“Play Ball” Orders

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 5 min

Play Ball Orders. Why Great Leaders Do Not Wait for the Green Light?

In the heat of World War Two, General Patton was not just reacting to events. He was preparing for them. Days before Hitler launched the surprise Ardennes offensive, Patton had already instructed his staff to prepare movement plans just in case. So when the call came, he did not hesitate. He gave the command with two simple words: Play ball. That set his army in motion through winter storms and enemy resistance, ultimately helping to break the siege at Bastogne.

What does that have to do with construction?

A lot, actually.

The idea of play ball orders, planned steps for immediate execution once a delayed project gets the green light is something we recently adopted on our West Fillmore Lean Belt project. Delays from budgeting challenges, market conditions and tariffs slowed progress. But instead of sitting idle, we prepared every element from design and logistics to safety manuals, orientation documents and production planning.

We outlined everything clearly so that once the signal comes, we move fast.

Phase One: Billing and Contracts
Execute the prime agreement
Kick off billing
Begin subcontracting and insurance processes

Phase Two: Procurement and Engineering
Issue letters of intent
Start procurement for framing, concrete, steel, brick
Finalise switchgear release
Begin trade partner preparation

Phase Three: Site Services Activation
Connect temporary power, water and communications
Deploy dust control
Begin primary layout and control

Phase Four: Physical Site Setup
Bring in trailers, fencing, and signage
Set up access control
Align team roles and execution sequences

Once we hear play ball, no one waits for instructions. Everyone knows exactly what to do. It is immediate execution.

This mindset is more than good planning. It is about honouring your team’s time and momentum. If your project is in a holding pattern, waiting for permits, final designs or funding, use the time to prepare your own play ball orders. When the approval comes, you are not caught off guard.

Be like Patton. Be ready. Do not plan when you should be moving.

Key takeaway:
You do not need to wait for the green light to start preparing. Have your play ball orders ready so that when the time comes, your team can act immediately and confidently. In construction and in leadership, readiness wins.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

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Superintendent / PM Boot Camp

Takt Production System® Virtual Training

Onsite Takt Simulation

Foreman & Field Engineer Training

Testimonials

Testimonials

agenda

Day 1

Foundations & Macro Planning

day2

Norm Planning & Flow Optimization

day3

Advanced Tools & Comparisons

day4

Buffers, Controls & Finalization

day5

Control Systems & Presentations

faq

UNDERSTANDING THE TRAINING

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

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