What It Really Means to Be Ready for an Activity

I hope you are doing well today. I have to admit, bootcamp really took it out of me this time. By Tuesday and Wednesday I was running on fumes, and by Friday I was so exhausted I almost had a meltdown. Thankfully, Brandon showed up just in time and took on a good portion of the presentation, which was such a huge relief. By the time camp wrapped up, I crashed hard and spent most of the weekend recovering. These bootcamps are intense, but they are also some of the most rewarding experiences I get to be part of. The group we had this time was amazing, the energy was strong, and the training flowed beautifully.

What keeps me motivated, even when I am tired, are the messages and feedback I get from people who are putting what they have learned into practice. One person recently wrote to me and shared how the guidance from bootcamp, YouTube, and these blogs has helped him grow into a better builder and gain confidence. He told me he had taken a big step in his career that will benefit his family, and that he is committed to using what he has learned to improve the lives of trade partners, field teams, and everyone who pours their heart into our projects. Messages like that hit me hard. They remind me that the time and energy spent teaching and coaching really matter.

I also see this impact across projects. Jobsites are popping up all over where operational excellence is becoming the standard. I see it on Josh Young’s project in Virginia, on Brent Elliott’s projects at DPR, and even on jobs I cannot share publicly due to NDAs. None of this is about me. It is about great people using great systems to create remarkable outcomes. My advice is always simple. Go find these examples of excellence, learn from them, and then share them. That is how we move the industry forward together.

Now, let’s get into today’s topic. I am currently writing about what it truly means to be ready for an activity. When a trade partner or a foreman says “yes, we are ready,” that needs to carry real weight. Too often, we move ahead on assumptions, only to find out that the work was not truly ready. So I created a list of 17 things that define readiness. These items come from deep research, lists from LCI, experts from Europe, and even some insights I pulled together using AI.

Here is what being ready really means.

First, we must know the conditions of satisfaction. That means clarity on what success looks like for everyone involved. Not only safety and quality expectations, but also production, cost, and the needs of successor trade partners and the general contractor.

Second, the foreman must have a support team. A foreman cannot be sent to the jobsite alone and expected to handle everything. They need the help of project managers, engineers, and office staff to make sure materials are coming, RFIs are answered, and submittals are reviewed.

Third, there has to be primary planning in place. The crew needs to know exactly how they are going to execute the work.

Fourth, there must be contingency planning. If something goes wrong, the team needs a plan B, C, or D. And if the work stops completely, they should have a workable backlog or alternate tasks ready so they can stay productive.

Fifth, all of the materials must be onsite or confirmed and ready to be staged.

Sixth, the right equipment has to be available, and it should be equipment that allows the work to be done safely and inclusively for different body types and physical needs.

Seventh, the tools must be provided. Labor hours are too valuable to waste on missing or inadequate tools.

Eighth, the tools should not just exist, but be organized into a kit. Crews work more efficiently when their tools are grouped, shadow boarded, and easy to access.

Ninth, all information must be in place. Plans, specifications, RFIs, submittals, and preferably quality checklists should be reviewed and available well before the work begins.

Tenth, all required permissions must be secured. That could be permits for hot work, digging, confined spaces, or approvals from the global team.

Eleventh, layout must be complete. Primary and secondary grid lines should be in place and checked, benchmarks set, and layout work confirmed accurate.

Twelfth, all preceding tasks must be finished and confirmed. Readiness cannot exist if the prior crew’s work is incomplete.

Thirteenth, safety planning must be addressed. This means looking at the big picture, not just small details. For example, crews must not be working beneath high bay formwork where objects could fall.

Fourteenth, quality planning needs to be in place. That means meeting at least three weeks before, clarifying expectations, and having checklists or visuals ready.

Fifteenth, crews must be trained in standard work and know exactly how the task should be performed.

Sixteenth, any additional training must be complete or scheduled before the work begins.

Seventeenth, and this is often overlooked, there must be adequate space. A crew cannot operate effectively without it. Space, people, and materials are always the three core constraints.

That is the list. These 17 items are the true definition of readiness. I recommend posting them on the wall where planning meetings take place so that when a foreman or a trade partner says “we are ready,” everyone knows exactly what that means. It ensures alignment, eliminates assumptions, and protects flow.

Takeaway
Readiness is not just about showing up with people and tools. It is about having all 17 elements in place so that work can flow safely, efficiently, and with high quality. When we say we are ready, it should carry the confidence that everything required is aligned.