Be Like an Octopus, not a Parrot

Read 6 min

Parrots and Octopi

I want to share a concept that really hits home for me and I think it will resonate with you as well. I was riding in a Waymo on the way to the airport when this thought came to mind: in our industry, we often have people acting like parrots, when what we really need are octopi.

The Problem with Parrots

Parrots repeat words and sounds they hear around them. They do not fully understand the meaning, but they mimic what gets them attention. In construction, I see this happen all the time. People repeat terms like critical path or quality, cost, and schedule as if saying these buzzwords automatically makes them right. They copy what they heard in a class, a book, or from a manager, but they do not stop to think about whether it truly makes sense or if it even helps their projects succeed.

When we repeat without thought, we hurt people. We create bad systems, we reinforce bad habits, and we waste time. Just like parrots, the reinforcement comes in the form of attention, recognition, or fitting in. But the reality is that parroting keeps us stuck in old ways of thinking.

The Wisdom of Octopi

Now, contrast that with the octopus. Octopi are problem solvers. They adapt, they create, they use tools, they camouflage, and they think independently. Most of their neurons are in their arms, which allows them to sense, test, and learn from their environment. They are masters of curiosity and resourcefulness.

That is the kind of mindset we need in construction. The changemakers I admire are like octopi. They use tact planning, they apply lean principles, they question contracts that do not make sense, and they focus on building projects the right way. They are not just imitating others. They are thinking, adapting, and innovating.

A Call to Be Different

I challenge everyone reading this to stop parroting what you hear. Question everything. If a superintendent tells you to overload crews in unsafe heat, ask yourself, does this make sense? If a system like CPM keeps failing project after project, why are we still repeating it? You do not need me or anyone else to tell you these things. You have the intelligence to figure it out yourself.

Be the person who observes, learns, and adapts. Be an octopus, not a parrot. The future of our industry will belong to those who think, not those who simply repeat.

Key Takeaway

Do not just repeat what you hear in construction. Progress comes when you think for yourself, question outdated ideas, and adapt like an octopus instead of parroting old habits.

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

Can You Implement Halfway through?

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Changing Halfway Through

I want to share something today that I feel very strongly about because it comes up a lot in our industry. There is a dangerous idea floating around on social media that you cannot implement lean practices halfway through a project. Some people claim that if you do not start lean from day one, there is no point in trying. That thinking is flat-out wrong, and I want to explain why.

My Experience with Mid-Project Changes

Over the years, I have personally stepped into projects that were already struggling and used lean practices to turn them around. I have seen the Last Planner System implemented halfway through and watched teams go from chaos to clarity. I have seen huddles introduced midstream that completely changed the level of communication and accountability. I have seen takt planning added halfway through a job and watched crews finish early with better flow and results than anyone expected.

One project in particular stands out. We implemented the takt production system when the project was already underway. The result? They finished a week early, they hit their performance target at 98 percent, they earned the next project, and nearly a third of the team was promoted because of the leadership and discipline they displayed. None of that would have happened if we had believed the myth that you cannot make changes once you are halfway through.

Why This Belief is So Dangerous

Here is the real danger of buying into the false idea that lean cannot work once a project is underway. If you believe it, you will wait. You will keep telling yourself, “We’ll do it on the next job.” But then you will get busy, the next job will start, and you will repeat the same cycle. You will always be waiting, always pushing improvement off to some future date that never comes.

The truth is, it is always the right time to start your lean journey. Could it be easier if you begin from the start? Of course. But does that mean you should ignore opportunities to improve when you are already halfway through? Absolutely not.

A Call to Action

If you are halfway through a project right now, do not let this kind of thinking hold you back. Start with huddles. Start with weekly work planning. Start with clean and safe jobsite practices. Start with zero tolerance for unsafe conditions. Start with takt. Whatever step makes sense, take it. Progress begins when you act, not when you wait for the perfect start.

Key Takeaway

It is never too late to implement lean. Even halfway through a project, small changes can create major improvements, save time, and build momentum for future success.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

 

On we go

How To Read Construction Plans

Read 6 min

How to Read Construction Drawings

In this blog, I’m going to give you a sketch of the approach to reading construction drawings. I’m not going to take you through individual plan sets and details, but instead share an overall method that I think you’ll find valuable.

Why This Matters

A couple of years ago, I published a blog on this topic that was well received, but I also got comments from people who wanted more hands-on examples. But I believe the approach is even more important than the details because while there are hundreds of tutorials on symbols and sheets, very few focus on how to think when you sit down with a set of drawings.

Key Aspects of the Approach

Imagine you’ve just printed your drawings, and they’re stacked on your desk, 8, 12, 14, or even 24 inches tall. You might feel overwhelmed but here’s how to start:

  1. Look for constraints. Are there adjacent buildings? Cure times? Waterproofing requirements? Mark anything that could constrain your plan.
  2. Find the flow. Begin sketching how you think the project will sequence, even before it’s finalized.
  3. Break the project down. Organize drawings into functional areas, phases, and zones. This helps structure your thinking.

I recently used this method on a $96 million project. By stepping back to see the big picture first, I identified priorities, risks, procurement needs, and early focus areas. Only then did I dive into detailed scopes and constructability reviews.

Recommended Reading Approach

When you begin reading drawings, you’ll typically deal with several sets:

  • Structural.
  • Architectural.
  • Mechanical, Electrical, Plumbing (MEP).
  • Civil, landscaping, fire protection, and others depending on project type.

If it’s a commercial project, start with structural and architectural. If it’s industrial, begin with mechanical and systems-heavy drawings. Always adjust your focus based on project type.

Then, follow this disciplined order:

  1. General Notes – It’s not exciting, but critical.
  2. Typical Details – Get familiar with standard practices for your project.
  3. Abbreviations and Symbols – Learn the “language” of the drawings.

This process is like learning a foreign language. Once you understand the structure, symbols, and terminology, the rest becomes much easier.

Learning the Language

Electrical and mechanical drawings, in particular, are symbol-heavy. Don’t hesitate to ask a foreman or trade professional for help as you learn. Once you understand a few pages, entire sets, structural, electrical, or mechanical will fall into place.

Building the Habit

The key is consistency. Spend 15–30 minutes each morning reviewing drawings for upcoming work. Focus on complex areas. This habit ensures that when you walk the site, you already know what’s coming up and can lead with confidence.

Reading construction drawings is not just a skill, it’s the main tool of a builder.

Final Thoughts

Follow this approach, build a steady habit, and soon you’ll be able to read any set of drawings at the right time, with the right level of detail, without getting overwhelmed.

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

 

How To Make A Stakeholder Engagement Plan In Construction

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How to Make a Stakeholder Engagement Plan in Construction

Creating a stakeholder engagement plan in construction is not optional, it’s essential. In our company at LeanTakt, we support 50, 60, even 70+ jobs with multiple clients, nearing $4 million in annual consulting revenue. What drives this success is not just technical systems like takt planning, Last Planner, or Kanban. As my mentor Hal Macomber always says, the real challenge is the socio-technical side: building the right team dynamics and ensuring stakeholders are fully engaged.

Why Stakeholder Engagement Matters

When projects run into turbulence, conflict, confusion, or misalignment, it’s rarely because the technical system is broken. More often, the team isn’t properly aligned, the right meetings aren’t happening, or communication channels aren’t built. A stakeholder engagement plan solves this by setting clear expectations, communication structures, and accountability across every entity.

I remember a project at the Bioscience Research Laboratory with Derek Kirkland and Shelby Riddell at DPR. They ran what they called a “pre-flight kickoff, in-flight plan, and landing the plane.” It gave stakeholders a clear roadmap: how we’d start, how we’d handle turbulence, and how we’d finish. Anchoring back to that plan again and again created priceless results.

Common Misconceptions

Stakeholder engagement is often misunderstood. Here are some misconceptions I’ve seen:

  • It’s just about communication. Wrong – it requires a full plan.
  • It’s just about updates and meetings. No – you must address expectations and needs.
  • It’s a one-time plan at kickoff. Incorrect – it must be ongoing.
  • Everyone has an equal say. Not quite – everyone matters equally, but influence differs.
  • It will happen naturally with good practices. It won’t – you must plan it deliberately.

Without this, even a well-executed project can go unnoticed. I’ve seen contractors finish projects on time, on budget, with great quality yet lose future work because they didn’t communicate effectively. Meanwhile, others with weaker execution but strong engagement often win the next job.

Think of it like marketing: studies show 70% of buyers decide before talking to you. If your content or in this case, your stakeholder engagement doesn’t connect, your work may never be recognized.

Steps to Build a Stakeholder Engagement Plan

Here’s a simple framework you can follow:

  1. Get buy-in from the owner. Ask the owner or rep to partner in creating a stakeholder engagement plan.
  2. Map your stakeholders. List everyone: facilities, PR, media, planning/design/construction, end users, lab researchers, consultants, janitors – everyone.
  3. Identify needs. Ask, “What do you need?” again and again until you understand what each stakeholder requires.
  4. Organize the team. Define roles and the right communication/meeting systems.
  5. Set cadence & SOPs. Establish rhythms for communication and input (e.g., facilities in commissioning, end users in device coordination, media in weekly updates).
  6. Define conditions of satisfaction. Document and review them regularly with the owner and design team.
  7. Implement visually. Make the plan visible, repeat it in meetings, and keep it alive through PDCA cycles.

Key Questions to Consider

  • How do I know which stakeholders to involve?
  • What if some stakeholders can’t commit to long meetings?
  • How do I handle resistance?
  • What’s the best way to document engagement?
  • How do I prevent miscommunication?
  • What tools and formats should I use?
  • How do I escalate emergencies or problems?

If you can answer these and bake them into your plan, your team will be set up for success.

Final Thoughts

A stakeholder engagement plan ensures your work is recognized, your team is aligned, and your clients become raving fans. Don’t leave it to chance, plan it, communicate it, and make it visual.

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

Mentors & Companions

Read 7 min

The Power of Mentors and Companions

Recently I was asked a really thoughtful question during a company meeting: What can you do if you are really nervous about something or facing a situation that feels incredibly uncomfortable? The examples people gave were things like having to talk to a client, terminating someone, having a difficult conversation, starting a business, or stepping into something that feels overwhelming.

This struck me because I have lived through those moments. My mind immediately went back to lessons I have learned from people like Jim Collins, Patrick Lencioni, Tony Robbins, and others. There is a clear pattern in how successful people face fear and uncertainty. The key is that you need both a mentor and a companion.

Let me explain this with a few moments from my own life.

When I asked Kate, my wife, to marry me, I was nervous beyond belief. I sought advice from my parents and one of my closest friends. They acted as mentors by helping me know what to say and how to approach it. But right before I actually did it, I needed someone to be there for encouragement, to walk with me through the moment. That was the role of a companion.

Starting my business was another one of those experiences. Leaving the comfort of a corporate safety net and cashing in retirement savings was one of the scariest things I have ever done. My mentors included people like Tony Robbins and Dean Graziosi, but also Kate and Kevin, who guided me with advice and perspective. Yet they did not stop there. They shifted into the role of companions, supporting me and walking beside me while I took the leap. That blend of guidance and presence made all the difference.

I have also had to terminate people, which is never easy. Beforehand, I would call HR, legal, or a supervisor to act as mentors who showed me the right process. But when it came time to sit in the room and have the conversation, I always made sure someone at my level came with me. That companion ensured that I did not carry the weight alone and that the process was done fairly.

The same principle has carried into public speaking and training. I sought mentorship from Tony Robbins on how to deliver effective training sessions. But when I first started giving presentations, I did not do it alone. I had people like Brandon Montero standing with me as a companion so that I could step into the fear with confidence.

When you look at the hardest things you have ever done, you probably had a mentor and a companion helping you through, even if you did not realize it. And if you did not, you likely wished you had. As you look ahead to the challenges in front of you today, whether that is saying no to unhealthy work conditions, leading a company forward, or simply taking the next big leap, remember that you do not have to do it alone. Find a mentor to guide you and a companion to walk beside you.

Key Takeaway

Whenever you face something intimidating, the best way through is to have a mentor to guide you and a companion to support you. That combination gives you clarity and courage to move forward.

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

Sandbagging

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Why Sandbagging Hurts Projects and How to Stop It

I hope you are doing well. I am writing this from the ICBA conference in Vancouver where I am giving my keynote this morning. Before I head into that, I want to share something that really struck me yesterday. I learned the deeper meaning of the term sandbagging, and it connected directly to some experiences we have been having on our projects.

Where the Term Comes From

The word sandbagging comes from the 19th century when criminals used small bags of sand as weapons. These bags looked harmless, but they could deliver a powerful and unexpected blow. Over time, the term evolved into a metaphor for hiding one’s real strength or intentions in order to gain an advantage. There is also a related idea that comes from filling sacks with sand to falsely inflate goods being sold. In both cases, the meaning is rooted in deception.

Sandbagging on the Jobsite

On construction projects, sandbagging happens when a trade partner underplays their ability, intentionally padding schedules or slowing down progress. Later, they reveal their full strength or speed, which gives them leverage. At first glance this might seem like an advantage, but in reality it creates major problems.

Sandbagging is usually a response to a lack of trust. When a general contractor pushes too hard or makes unreasonable demands, trades may pull back in self-protection. Kevin once compared it to a rope. The harder you pull on it, the more resistance you create. That resistance shows up in the form of sandbagging.

Why Sandbagging Backfires

There are several reasons sandbagging hurts everyone involved. If you are the slowest trade in a sequence, the entire project may now be paced to your slower rhythm, which increases costs, overhead, and general conditions for everyone.

If you finish early after sandbagging, you leave successor trades waiting. The supply chain then realigns to a late start, creating inefficiencies and wasted time. And if you try to secretly move faster after holding back, you may end up with gaps between your work and the trade in front of you, which means your crews are stuck waiting and you are paying for lost time.

In every case, sandbagging ends up wasting money and hurting both general contractors and trade partners. The only real solution is honesty, trust, and transparent communication. When durations are set with a realistic buffer inside the tack plan, everyone can flow smoothly without the need for deception.

Building a Better Culture

The presence of sandbagging is not just a scheduling issue, it is a leadership issue. It signals that trust is missing on the project. Rather than blaming workers or trades, we as leaders need to look at ourselves and ask how we can create an environment where people feel safe to be honest.

When we eliminate fear and build trust, sandbagging disappears. Projects move faster, relationships strengthen, and the entire team benefits.

Key Takeaway

Sandbagging always comes from a lack of trust and it never truly benefits anyone. Honest planning with trust at the center creates flow, saves money, and strengthens project culture.

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

Hiding in Bathrooms

Read 8 min

Why Workers Deserve Great Bathrooms on Every Project

I hope you are doing well. Today I want to share a short but important thought that has been on my mind for years: bathrooms on the jobsite. It may sound simple, but the way we treat workers in this one area speaks volumes about our culture, our respect for people, and the kind of environment we want to build.

The Power of Respect in Small Details

Every job since my time at the Cancer Center project, I have made it a point to provide great bathrooms for the workers. On one job, we built bathrooms inside the building on levels two and four. Once the permanent bathrooms on levels one and three were finished, we transitioned workers into those. They were clean, permanent, and a huge step up from what most jobsites usually provide.

On another project, we worked with a trailer company that gave us an eight-wide trailer for the price of a five-wide. That allowed us to build out a complex of bathrooms inside the trailer system itself. They were beautiful, fully functional, and the trades absolutely loved them. I even have videos of those setups because I was so proud of what we accomplished.

The Pushback and the Misconception

But every time I talk about this, I hear the same criticism. Some foreman or superintendent will roll their eyes and say, “If you give them nice bathrooms, the workers will just sit in there all day on their phones.” The first few times I heard it, I brushed it off, but the more I heard it, the more it bothered me. The comments were usually made in a dismissive or disrespectful tone, as if workers had no dignity and no pride in their work.

Let me be clear. That idea is completely wrong. I have provided beautiful bathrooms for over a decade, and never once have I seen workers hiding in them. People are not going to sit in a bathroom stall, surrounded by smells, just to waste time. It is not happening. And if someone ever did, that is not a bathroom problem, it is a cultural or hiring problem.

People Are Not Resources

This mindset comes from an outdated way of thinking about people. In the old era of construction management, workers were treated like resources, objects to push and measure. That scarcity mindset leads to ideas like withholding bathrooms to control behavior. But workers are not resources. They are human beings, and they deserve respect.

When someone says workers will just hide in a bathroom, it says more about how that person views people than it does about the workers themselves. In fact, providing a clean, comfortable bathroom is one of the simplest ways we can show respect. On some projects, we even added music and air fresheners. It made a difference, and the workers appreciated it.

A Challenge for All Leaders

If you still believe that nice bathrooms encourage laziness, I challenge you to rethink it. Build such good bathrooms that, yes, someone could hide in them. If they do, you now have visibility into a cultural or behavioral issue that you can actually address as a leader. But most of the time, you will simply find grateful workers who feel valued.

Nasty bathrooms are never the solution. They do not increase productivity, and they certainly do not foster respect. Providing great bathrooms is one of the simplest and most effective ways to create a jobsite culture built on dignity.

Key Takeaway

Workers deserve clean, comfortable bathrooms, and providing them shows respect while strengthening jobsite culture. Hiding is not a bathroom issue, it is a leadership issue.

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

You Are Not Urgent Enough

Read 6 min

You Are Not Urgent Enough

Welcome everyone, I hope you are doing well. I am excited to share this blog because it is about something I see holding teams back again and again. The truth is, most of us are not urgent enough. Last week I was at the ICBA conference in Vancouver, Canada. It was absolutely amazing. I met great people, delivered a keynote, and had the chance to connect in person with colleagues I have been interacting with on LinkedIn. Canadians are always sweet to me, and the experience was energizing. But when I got home and reflected, I realized urgency is the one thing we continue to miss on projects. Here is what I mean. I see this often in preconstruction. A team will say, “We are fine, we do not need to do that yet.” Then weeks later, they hit a massive delay because the foundation options were not properly planned. The same thing happens with commissioning. I remember one project where the experts insisted we had plenty of time. I knew we needed to start six weeks earlier, and I pushed for it. Later, the commissioning agent admitted I was right and said, “We were not urgent enough.” If I had not acted, the project would have missed substantial completion. This lack of urgency shows up everywhere. We say we will get to planning the concrete later, or that we can bring trade partners into the team a little further down the line. We wait too long to order materials, to get permits, to set up trailers, or to prepare for inspections. The result is always the same: false starts, interruptions to the supply chain, missing information, and wasted time. These problems usually do not come from the systems themselves but from the fact that we did not move quickly enough to get ahead. Urgency does not mean pushing people or burning them out. Urgency means planning with intention, acting early, and getting far enough ahead so that the team has what they need when they need it. As I like to say, we do not push people, we push with our planning. And that requires urgency. When you trace back many of the problems you face on projects, whether it is late materials, failed inspections, or a lack of coordination, you can almost always tie it back to not being urgent enough. That is why I am sharing this message. Not as criticism, but as a reminder. I want you and your projects to succeed, and urgency is one of the keys. We are not urgent enough. I am working on this myself, and I encourage you to do the same.

Key Takeaway

Most project problems such as delays, missed materials, or failed starts can be traced back to a lack of urgency. The solution is not to push harder but to plan sooner, deeper, and with greater focus.

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

A Bad Plan is the Makings of a Good Plan

Read 7 min

A Bad Plan is the Makings of a Good Plan

I want to share a concept that has shaped so much of the way I think and work: a bad plan is the makings of a good plan. This idea might sound counterintuitive at first, but when you step back and look at how learning and progress really happen, it makes perfect sense. I get feedback from people all the time who are starting out in the construction industry or who are moving into new roles. They ask, “How do I create the right plan when I’m new at this?” The truth is that your first plan probably won’t be perfect. In fact, it might be flat-out wrong. And that is not only okay, it is exactly what you need.

Why Starting Matters More Than Perfection

My business partner Kevin Rice says this to our engineers constantly: “A bad plan is the makings of a good plan.” He is right. What he means is that if you put something down on paper, even if it is incomplete or inaccurate, you now have something to work with. I have seen this firsthand in logistics plans, zone maps, and takt plans. When someone hands me a draft, I can review it, question it, and provide feedback. And almost every single time, after we debate and refine, the final product is better than if the person had waited until they felt it was “perfect.” Perfectionism kills momentum. Drafts create learning. Feedback loops are what make things excellent.

Lessons From Real Life

To make this more relatable, let me share a simple analogy. Nobody learns to kiss or make love by studying a manual or drafting a contract first. You learn by starting, paying attention, and adjusting to feedback. It might be awkward at first, but the process makes you better. Planning works the same way. You cannot wait until you think you have it all figured out. You have to start, test it, and improve along the way. I once reviewed a site logistics plan with Kevin that was completely wrong. We spent hours tearing it apart, challenging assumptions, debating, and rebuilding. By the time we were done, that plan became one of the best I have ever seen. And it only happened because we had a bad draft to begin with.

Overcoming the Fear of Getting Started

The real danger is not in creating a flawed first draft. The real danger is in being too afraid to start at all. Imagine missing out on learning how to do something you love simply because you refused to try. Planning is the same. If you never put down your first idea, you will never have the chance to shape it into something great. So when you are asked to prepare a logistics plan, a takt plan, or a strategy for a project, do not overthink it. Get it down on paper. Share it. Invite feedback. That is the path to creating something outstanding.

Key Takeaway

A bad plan is not a failure. It is the first step toward a great plan. Progress comes from starting, getting feedback, and improving, not from waiting until things feel perfect.

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 Should Think You Are Dangerous

Read 6 min

Why an Effective Integrator Should Feel a Little Dangerous

I recently sat down with Kevin Rice and Kate Schroeder for a powerful discussion about integrators and what makes them truly effective on a job site. One of the most striking comments came from Kevin, who said that when you are doing your job well as an integrator, half the people in the room should think you are dangerous. That statement immediately caught my attention because it goes against the idea that being effective means always being agreeable.

What an Integrator Really Does

An integrator is someone we send on site to bring the Takt Production System and IPCS into a project. In simple terms, they are there to integrate proven systems with the team and help drive real results. They are not just observers or advisors. They are catalysts for change, there to ensure that processes are not just talked about but actually implemented.

But with that responsibility comes a challenge. Too many times, integrators or leaders fall into the trap of being either the savior or the sympathizer. They want to be liked, so they soften their approach, avoid difficult conversations, or allow bad behaviors to slide. At first glance, that feels like respect. But in reality, it can disrespect the entire team because it allows problems to continue unchallenged.

Respect Is Not the Same as Being Soft

Respect in this context does not mean avoiding accountability. It means having the courage to hold the line and the wisdom to say what needs to be said, even if it makes some people uncomfortable. When we choose silence for the sake of avoiding offense, we are often protecting our own feelings, not serving the team.

True respect is holding everyone accountable to the standard that will benefit the entire project. That is why an effective integrator will always make some people nervous. Those who are working in silos, cutting corners, or hiding behind dishonesty will feel threatened when someone sharp, strong, and unafraid of the truth steps onto the site.

Why Being “Dangerous” Matters

This is not about being toxic or heavy-handed. It is about being a strong, principled presence that others know will not look the other way when something is wrong. The people who are genuinely committed to the project will welcome this accountability. The ones who are looking out only for themselves are the ones who will feel the pressure.

As Kevin put it, integrators should be the people who raise their hands, ask the hard questions, and call out the problems that everyone else sees but no one wants to address. When done with respect and fairness, this creates the most stability, trust, and progress on the job.

Key Takeaway

An effective integrator is not just supportive but courageous. By asking the hard questions and holding the line, they create true respect and stability for the whole team, even if that makes some individuals uncomfortable.

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

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    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

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

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    Day 5

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