August 2025 - Page 6 of 25 - Elevate Constructionist

CPM Is Not Great! And More….

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 6 min

Designing What People Want

I hope you are doing well and staying safe out there. Today I want to share some thoughts about designing what people want and the balance between giving people exactly what they ask for and what they truly need.

Recently, I have been diving deep into research, talking with lean professionals, and reflecting on how products and systems in construction are developed. What I continue to see is that when we only focus on what people say they want, we often end up recreating the same old tools that do not solve the real problems. For example, if we only rely on user requests, most software developers in construction will just build a faster CPM scheduling tool. That may make money, but it does not push our industry forward.

Why Listening Alone Is Not Enough

There is a common quote attributed to Henry Ford that if he had asked people what they wanted, they would have said a faster horse. People often revert back to what they already know, not what will truly move them ahead. The same is true in construction. Many professionals ask for CPM tools or features that feel familiar, even though they are not what actually improves outcomes.

As I see it, the role of a builder, a leader, or a creator is not just to listen but also to interpret. Our responsibility is to merge what people want with what they need. A foreman, for instance, may not always ask for time to plan ahead, but when planning is prioritized, the crew performs at a higher level. Similarly, clients may not specifically ask for integrated systems or tact-based approaches, yet those are the methods that prevent problems and bring flow to projects.

Building the Right Balance

The real art is in striking the balance between immediate wants and long-term needs. This means staying close to clients and teams, observing where they struggle, and guiding them toward better solutions. In my own journey, I have become more convinced than ever that we cannot allow the industry to simply continue building faster versions of broken systems. Instead, we need to design for both customer desire and true industry progress.

I am convinced that the right path forward is combining genuine customer feedback with principles of production, flow, and planning that always deliver results. That is where real transformation happens.

Key Takeaway

We cannot only design what people say they want. The real progress comes when we blend what they want with what they truly need, creating solutions that both satisfy and elevate the entire industry.

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

We Don’t Blame People

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 5 min

Always Blame the System, Never the People

In construction and in life, I have learned that it is far too easy to point fingers when things go wrong. But I truly believe that people are inherently good. The real problems do not come from the individuals themselves but from the systems, processes, behaviors, and cultures that surround them. Whenever I see someone blaming people, I see the damage it creates. It destroys trust, lowers morale, and creates toxic environments that are hard to repair. When I hold the system accountable instead, I find opportunities to make real improvements that actually help the people I care about. For me, respecting people means believing in their potential, standing up for them, and not letting broken or harmful systems hold them back. Whether it is unsafe practices, poor planning methods, or ineffective management tools, I feel a responsibility to challenge the process while protecting the dignity of those doing the work. I also know that telling the truth about broken systems is one of the most respectful things I can do. If I stay quiet, people continue to get hurt by methods that do not serve them. By speaking up, I help others avoid harm and open the door for growth. I have seen over and over again that leadership is about empowerment. Foremen, field engineers, and superintendents are closest to the work. They should be trusted and supported to prepare and execute work packages. To sideline them is diminishing leadership. To elevate them is multiplier leadership. This mindset is not always easy. It takes patience, and it takes investment in people. But I know the alternative is worse. If I blame individuals, give up on them, and tolerate broken systems, then nothing ever improves. The path I choose is to believe in people, work on improving the systems around them, and commit to creating a culture of respect.

Key Takeaway

I never blame people. I always blame systems, processes, cultures, and behaviors. People are inherently good and deserve respect, empowerment, and support instead of criticism.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Don’t Just Design What People Want

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 6 min

Designing What People Want And Need

I want to share some thoughts about a common trap I see in both construction and software development: designing only for what people say they want.

In construction, if you ask most people what they want, they’ll often default to what they already know. That’s not a criticism, it’s just reality. For example, many will ask for a new CPM scheduling tool because that is what they are familiar with. But sticking with what is familiar often leads us back to the same problems we have always had.

There is a famous quote often attributed to Henry Ford that says if I had asked people what they wanted, they would have said a faster horse. The point is clear. True innovation comes when we balance what people want with what they actually need.

Why This Balance Matters

If we design only for demand, we risk creating solutions that look shiny but do not solve the real problems. In construction scheduling, for instance, the base must be built on principles like time by location, production control, and alignment of work in progress. That is what actually drives flow and results. From there, yes, we can add features that people want, like CPM exports or interface tweaks. But the foundation has to meet the need, not just the want.

Learning From Scrum and Lean Startup

Both The Lean Startup and Scrum emphasize staying close to the customer, testing, iterating, and refining. But iteration does not mean endlessly polishing the wrong thing. The classic sketch illustrates this perfectly. Instead of building half a car, then three quarters of a car, then almost a car, you build a skateboard, then a scooter, then a bike, and then finally a car. Each step delivers value while moving closer to the right solution.

In our industry, this means working with foremen, field engineers, and superintendents who plan the work at the frontline. It means relying on the people who are closest to the installation of work, rather than distant management layers or bloated software tools. It also means recognizing that our customers may not always know what to ask for until they see it in action.

Doing The Right Thing

I would rather see us create tools and systems that may not be the most popular, but that actually work. Systems built on flow, location based scheduling, and real production control. Systems that give superintendents and foremen actionable direction every day.

That is the path to true improvement in construction. Not just designing faster horses, but creating what will really take us forward.

Key Takeaway
The challenge is not designing only what people ask for. Real progress happens when we balance what they want with what they truly need.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Construction Apologetics

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 6 min

Why I Care About This

I have been in construction at every level, from field engineer to superintendent. My heart is with the foremen and workers who do the real work on projects. When a foreman or trade partner gives me positive feedback, it means the world to me because those are the people I am here to serve and protect. That is why I take this conversation about apologetics so seriously.

Understanding Apologetics

Apologetics traditionally refers to defending a belief system, often in religion. I first encountered it through books that debated faith, belief, and criticism. What I learned was simple: criticism is not always bad. In fact, questioning and challenging institutions is essential when they hold power over people’s lives. The same applies in construction. If a system is being forced onto people through contracts or mandates, it must be open to scrutiny.

Why Construction Needs Critics

There are too many apologists in construction today, defending things like CPM, EVM, and sometimes AWP. These methods are not just optional tools. They are often mandated in contracts, written into government requirements, and used to control projects in ways that hurt people on the ground. Unlike the Last Planner System or Lean methods, which I believe can always be improved, CPM and similar systems are fundamentally flawed. They have become state-like powers in our industry, and that makes them dangerous.

My Personal Stand

I did not go looking for a fight with CPM. CPM got in the way of the work. I have seen it used as a weapon against good people who were trying to deliver great projects. That is why I cannot sit back and watch. It is my moral imperative to challenge it, criticize it, and work toward removing it from contracts where it harms rather than helps. Criticism in this case is not negativity, it is progress.

Moving Forward

I want to be clear that I am not against improvement or iteration. Lean practices, planning systems, and respectful management methods can and should always be improved. But there is no place for apologetics when a toxic system is forced upon workers and leaders in the industry. The time for defending outdated methods is over. The time for open criticism, innovation, and respect for people is now.

Key Takeaway

I believe it is our moral duty to challenge toxic systems like CPM, EVM, and AWP when they are forced upon us. True improvement comes when we stop defending broken methods and instead push for systems that actually respect people and deliver results.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Steering & Control Book – Beginning the Meeting System

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 7 min

Solutions for Constraints and Roadblocks in Construction

In construction, constraints and roadblocks are inevitable. They slow down production, create frustration, and can derail even the best-laid plans unless you have a system for handling them. Within the Takt production system, constraints are marked in orange and roadblocks in red. By setting up your office trailer and Takt steering and control boards, you create a system that not only identifies these problems but also gives you the tools to solve them.

Here are the strategies that can turn challenges into opportunities for flow and stability:

Get It

If you don’t have what you need to create flow get it. Missing materials, tools, or resources should never be left unaddressed.

Fix It or Adjust It

Sometimes the solution is as simple as fixing or adjusting what’s already in place. Whether it’s an improper Takt time zone boundary or a sequencing issue, adjustments with clear communication and visual instructions can quickly get things back on track. Remember: in construction, keeping a plan fixed just for the sake of a baseline doesn’t work. Adjust to reality.

Remove It

If a problem is slowing you down, remove it completely.

Adapt to It

Some issues like weather or owner changes can’t be avoided. A nimble team with stability built into their system can adapt and still maintain flow.

Delay Strategies

Line of Balance Delay: Eat into an end buffer to maintain balance.
Isolation Delay: Detach a location or wagon and recover separately.
Sequence Delay: Adjust sequencing to keep work moving.
Rezone Delay: Change zone sizes to recover time without harming trade partners.

Add Workable Backlog

Creating non critical work areas gives flexibility. Crews can swing into backlog work when delays occur, maintaining productivity and avoiding wasted time.

Avoid Bad Habits

More Materials: Overloading the site only creates clutter and slows progress.
More Pushing: Pressure leads to chaos and toxic environments.
More WIP: Excess work in progress kills productivity.

The Right Way

Sometimes you need more resources, but they must be the right ones; trained workers, proper tools, and capable equipment.

Adjust Work Packages

Reconfigure crews or package trades differently. Small shifts in composition and sequencing can yield big results.

Preplan

Nearly every issue can be avoided with solid preplanning. Fail to plan, and you plan to fail.

Do Your Job

Don’t hide behind contracts or excuses. Do the right thing even when it’s uncomfortable. Teams and projects suffer when leaders prioritize “covering themselves” over delivering results.

The Recovery Hierarchy

When facing impacts, it’s better to remove roadblocks before absorbing them.

Amazing: Catch issues in the look ahead schedule.
Great: Catch them in the weekly work plan.
Good: Swarm and recover within the work package.
Fair: Eat into a buffer.
Dumpster Fire: Rush, push, and panic out of sync.

Rules to Remember

Maintain diagonal trade flow.
Do not dissolve logic.
Do not shorten durations.
Do not trade stack or overburden.
Always maintain one process flow.

And finally, understand the distinctions:

Trade Stacking: Too many trades in one space unsafe and unproductive.
Trade Burdening: One trade stretched across too many areas.
Trade Packaging: Intentional pairing of trades in one wagon (can be good).
Zone Transitions: Allowing overlap between zones when needed.

Key Takeaway:
Constraints and roadblocks are inevitable in construction, but they don’t have to derail a project. Success comes from having a system to address them through strategies like removing obstacles, adapting, rezoning, sequencing, workable backlog, adjusting work packages, and above all, preplanning. With the right approach, teams can maintain flow, reduce chaos, recover time, and keep projects moving forward without sacrificing safety, trust, or quality.

If you want to learn more we have:

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

Discover Jason’s Expertise:

On we go

Takt Steering & Control Book – Beginning the Meeting System

Posted on August 26, 2025August 26, 2025 by Danny Jiménez⁩

Read 8 min

The Trade Partner Weekly Tactical (PART 1)

The Trade Partner Weekly Tactical is one of the most important meetings on a construction project. It brings supers, PEs, FEs, and trade foremen together with one purpose, to create a reliable weekly work plan, look ahead six weeks to make work ready, and remove roadblocks that threaten flow.

When this meeting is done right, only 20% of the time is spent making plans and 80% is focused on identifying and eliminating constraints. Remember, flow doesn’t come from pushing work, it comes from making work ready.

Here’s the structure of a successful Weekly Tactical:

Positive Shout Outs

Every meeting should start on a positive note. Begin with shout-outs that recognize good work, collaboration, or progress. At first, the leader may need to provide most of the recognition, but over time, the team will naturally contribute. This builds trust and creates a culture of appreciation.

The Lightning Round

Borrowed from Patrick Lencioni’s Death by a Meeting, the lightning round is a quick check in. Each participant gets 60 seconds to share small updates, minor issues, or items to add to the agenda. This clears distractions and ensures the most critical matters get priority later in the meeting.

Safety Topic

A quick discussion of a safety item helps anchor the team’s focus on what matters most keeping everyone safe. Making safety a standing agenda item reinforces it as a core value, not an afterthought.

Review the TAC Plan

Before diving into weekly details, step back and review the bigger picture. This includes:

Updates from strategic planning and procurement.
Key milestones and whether the team is aligned to meet them.
Production trends (via line of balance).
Upcoming pre-construction meetings.
The path of critical flow and buffer status.

This keeps everyone grounded in the overall project objectives.

Review Last Week

Looking back helps the team learn and improve. Review last week to:

Track overall trends.
See if activities need to be pulled forward.
Identify PPC (Percent Plan Complete) variances and perform root cause analysis.
Capture corrective actions to prevent repeat issues.
Review key KPIs; buffer ratio, roadblock removal average, and handoff percentage.

This ensures unfinished work and lessons learned flow into the current plan.

Review Current Progress

Since the Tactical happens mid-week, it’s important to check how the current week is going:

How has progress been so far?
Do adjustments need to be made?
Are activities at risk of slipping into next week?

With this context, the team is ready to build a reliable plan for the upcoming week.

Create the Weekly Work Plan

This step is about coordination and commitment. The weekly work plan should approach 100% reliability, with trades deeply engaged and committed to their promises. The process includes:

Filtering weekly activities.
Discussing handoffs and readiness.
Documenting roadblocks as they’re identified.

Finalize and Publish the Weekly Work Plan

Once refined, the plan should be displayed in a large, easy to read format that foremen can actually use in the field. A strong weekly work plan shows:

Activities by zone and trade.
Key handoffs and dependencies.
Spatial layout of work areas.
Commitments made between trades.

The plan should also support field walks, daily huddles, and visual tracking of progress. All lean systems are seeing systems the plan must be visible and practical.

This is only Part 1 of the Trade Partner Weekly Tactical. In the next section, we’ll cover more details on how to run this meeting effectively and keep flow strong throughout the project.

Key Takeaway

The Trade Partner Weekly Tactical isn’t just another meeting it’s the engine that drives flow. By focusing less on pushing tasks and more on making work ready, teams can align, commit, and remove roadblocks in real time. Done right, this meeting transforms chaos into clarity and keeps projects on track week after week.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Steering & Control Book – Beginning the Meeting System.

Posted on August 25, 2025August 25, 2025 by Danny Jiménez⁩

Read 7 min

Look ahead, Roadblocks, and Flow

Step nine of the Trade Partner Weekly Tactical is the six-week make ready look ahead. At this stage, the weekly work plan is complete, and trade partners have a short term plan to execute. But real success comes from preparing further ahead by looking out six weeks and identifying what it will take to make work truly ready.

Work is not made ready the week it begins; it’s made ready weeks in advance. That means identifying roadblocks as early as possible and clearing them before they ever slow down a crew. By the time the weekly work plan is reviewed, most work should already be ready to go, with major obstacles removed.

The six week look ahead has a clear purpose:

Make work ready
Align procurement
Spot roadblocks early

Each trade partner should review their upcoming activities and verify they have what they need conditions of satisfaction, planning, materials, equipment, tools, permissions, layout, safety, training, and space. If an activity is missing any of these, it signals a roadblock.

Getting Trade Partners to Declare Roadblocks

When you first ask trade partners to identify their roadblocks, you might hear silence. That’s normal. Set a timer, explain the importance, and insist until everyone participates. The goal is to capture every roadblock on your boards or logs so that the team can focus on removing them.

This system ensures that problems are visible, responsibility is assigned, and next steps are clear. It also creates accountability because every roadblock is tracked until resolved.

Separating Roadblocks from Constraints

A key part of this process is distinguishing between roadblocks and constraints.

Roadblocks: Issues that foremen and trade partners can remove in the field.
Constraints: Larger issues requiring the project team’s attention, such as RFIs, submittals, or contract-related problems.

By separating them, foremen focus on what they can control, while project teams handle the systemic constraints. This keeps morale high and prevents teams from being overwhelmed.

Plus/Delta for Continuous Improvement

At the end of every meeting, run a plus/delta session. Instead of vague likes or dislikes, ask:

What added to the purpose of this meeting?
What could we do better next time?

Write down at least two positives and two improvements, even if it takes some prodding. Over time, this habit builds a culture of reflection and continuous improvement.

The True Purpose of the Meeting

The Trade Partner Weekly Tactical isn’t about the length of the meeting it’s about outcomes. The objectives are simple but powerful:

Create a solid weekly work plan
Look ahead six weeks to make work ready
Identify and remove roadblocks
Enable flow in the field

Flow doesn’t come from pushing harder or making hasty decisions. It comes from preparation, collaboration, and clearing the path for crews to work smoothly.

When done correctly, this system transforms the way teams plan, track, and execute work—leading to better coordination, less chaos, and more predictable outcomes.

Key Takeaway
Flow in construction doesn’t come from pushing work it comes from preparation. By using a six-week make ready look ahead, clearly identifying and tracking roadblocks, and separating roadblocks from constraints, teams can keep projects moving smoothly. With consistent review, accountability, and continuous improvement, the Trade Partner Weekly Tactical ensures work is truly ready, chaos is reduced, and crews can build with confidence.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Steering & Control Book – The Meeting System

Posted on August 25, 2025August 25, 2025 by Danny Jiménez⁩

Read 7 min

Mastering the Daily Afternoon Form and Huddle

In construction, flow doesn’t come from pushing; it comes from making work ready. One of the most effective tools to achieve this is the daily afternoon form and huddle. This meeting is where supers, project engineers (PEs), field engineers (FEs), and foremen align to plan 100% of the next day, remove roadblocks, and manage handoffs. When done right, it’s structured like this: 20% planning, 40% managing handoffs, and 40% identifying and removing roadblocks.

Why Schedule the Huddle in the Afternoon?

While this meeting could occur anytime between 10 AM and 3 PM, the afternoon is ideal:

Crews can bring up needs for the next day in time to prepare.
Tomorrow’s day plan is finalized before the morning worker huddle.
Workers are most productive early in the day, so foremen should be with crews during this prime window.
Crews can prepare and clean while foremen meet.
The focus is on optimizing workers’ productivity, not foremen’s availability.

Key Components of the Afternoon Form and Huddle

Turn in Daily Reports
Collect daily reports before the meeting, review them, and address any issues. This keeps trades accountable and ensures no problems are overlooked.
Positive Shoutouts
Start the meeting with recognition. Even if you give all the initial shoutouts, consistent practice builds a positive culture and encourages team participation over time.
Review the Day’s Progress
Track tasks completed using PPC (Percent of Promises Complete) and conduct a root cause analysis for any delays. Identify whether issues are constraints or roadblocks and transfer them to the appropriate boards. Use charts to visualize recurring problems and take corrective actions to improve future performance.
Plan the Next Day
The next day’s plan should be finalized with clear visual aids covering the agenda, zone maps, logistics, isometrics, safety focus, permits, and more. This plan should be accessible via a QR code to the entire team so that updates happen in real time.
Review Roadblocks and Handoffs
Check all handoffs on the weekly work plan:

Is the host contractor finished?
Is the successor ready to mobilize?
Are materials staged and space ready?
Are there any roadblocks?

Plan Details and Finalize the Plan
Work out any details for operations or handoffs, assign additional tasks, and confirm that the day plan is accurate and distributed to the job site.
Prepare Permits
Ensure all permits for hot work, confined spaces, or digging are pre-filled and ready for the next day to avoid delays.

Why This Method Works

By linking your day plan to a central QR code and including all critical documents, every worker has access to the same real time information. This system reduces surprises, improves coordination, and sets the stage for a smooth, productive morning huddle.

Key Takeaway

The daily afternoon form and huddle transforms planning into action, turning foresight into seamless execution. By scheduling the meeting in the afternoon, teams can review the day’s progress, identify and remove roadblocks, coordinate handoffs, and finalize the next day’s plan. This approach optimizes workflow, increases accountability, and ensures every worker starts their day fully prepared, keeping the team aligned, productive, and ready to tackle challenges before they escalate.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Steering & Control Book – Finishing the Meeting System.

Posted on August 25, 2025August 25, 2025 by Danny Jiménez⁩

Read 6 min

Mastering the Morning Worker Huddle for Construction Excellence

The Morning Worker Huddle is one of the most impactful practices you can implement on a construction site. This daily meeting brings together supers, project engineers (PEs), field engineers (FEs), foremen, and all workers to create alignment, boost safety, and ensure operational excellence.

Why It Matters
The concept started on a complex project with high-risk zones where safety and coordination were critical. Daily huddles sometimes called “hole huddles” due to their location in tight, busy spaces proved transformative. They fostered unity, increased situational awareness, and created a culture of proactive problem-solving.

Who Attends
Everyone involved in site execution participates: supers, PEs, FEs, foremen, and crews. This ensures that every voice is heard, every issue is considered, and every plan is clear.

How the Morning Worker Huddle Works

Shout Outs & Positivity
Start with recognition. Celebrate individuals, teams, and behaviors you want to reinforce. Encouraging a positive culture sets the tone for the day and motivates crews to perform at their best.
Worker Feedback
Ask crews about job site conditions, lunch areas, restrooms, or anything impacting their day. Listening to feedback, even if no one responds, demonstrates care and builds trust.
Review the Day’s Plan
Communicate the high points of the day: safety focus, permits, deliveries, staging strategies, and weather considerations. This ensures every worker knows what to expect and how to execute effectively.
Address Owner and Stakeholder Items
Morning huddles are the perfect forum to respond to owner, neighbor, or facilities concerns quickly, keeping clients informed and satisfied.
Daily Training
Provide short, targeted lessons. For example, align teams on delivery protocols to prevent delays or conflicts. Training reinforces standards, explains the “why” behind procedures, and builds team cohesion.
Crew Preparation Huddles
After the main huddle, crews gather near their work areas to review pre task plans and prepare for execution. This ensures everyone is fully ready before work begins.
Visual Tools
Use huddle boards, QR codes, or projectors to display plans, maps, weekly schedules, handoff points, and safety guidelines. Visual communication keeps everyone aligned and accountable.
Project Organization
Projects are typically organized by phases, areas, zones, and micro zones. This scalable system ensures clarity at every level, no matter the project size.

The Outcome
A well executed Morning Worker Huddle creates connected, informed crews, eliminates surprises, and sets the stage for a productive, safe day. Workers leave feeling motivated, aligned, and empowered to perform at their best.

Key Takeaway
The Morning Worker Huddle transforms construction sites into organized, high performing environments. By starting the day with positivity, clear communication, targeted training, and visual planning, teams stay aligned, problems are addressed before they escalate, and workers begin each day fully prepared for success.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Intentional Versus Accidental Failing

Posted on August 25, 2025August 25, 2025 by Danny Jiménez⁩

Read 6 min

Intentional vs. Accidental Failing

We all know mistakes happen, but not all mistakes are created equal. Some are a natural part of learning, while others are the result of poor choices. Over the years, I’ve seen how important it is to distinguish between accidental failure and intentional failure. This distinction doesn’t just shape how we view mistakes; it shapes how we build trust, accountability, and culture on our teams.

Understanding Accidental Failure

Accidental failure happens when you are genuinely doing your best. You come to work prepared, lean on your team, follow the process, and put in effort, yet something still goes wrong. These moments should not be feared. Instead, they should be embraced as part of growth. In my own company, we normalize failure during our weekly meetings. Team members share their slip-ups, not to embarrass themselves, but to remind everyone that trying something new sometimes leads to missteps. These mistakes help us see what we might have missed and give us the courage to keep innovating. Accidental failures are training in disguise. Just like the story of the business leader who refused to fire someone after a costly mistake, seeing it instead as millions of dollars spent on training, I’ve come to believe that accidental mistakes are investments in growth.

Recognizing Intentional Failure

Intentional failure, however, is something else entirely. This occurs when you skip planning, refuse to ask for help, repeat the same mistake without learning, or choose not to double-check when you have the chance. It also happens when someone ignores proven processes and goes rogue for no reason. These are not innocent missteps. They are deliberate choices that set up both the individual and the team for failure. Intentional failures erode trust, waste time, and damage the culture of accountability. While accidental failures are forgivable and even necessary, intentional failures eventually lead to consequences.

Creating a Balanced Culture Around Failure

Healthy organizations make room for accidental failures while holding a firm line against intentional ones. This balance allows teams to innovate and learn while protecting everyone from repeated breakdowns. The standard is clear. Use your team. Plan ahead. Ask for help. Double-check your work. Follow the established process. If you do these things and still make a mistake, then you have simply made an accidental failure and that is not only acceptable but valuable. But if you choose to ignore these practices, then you are setting yourself up for intentional failure, and that has a limited shelf life. In the end, the real difference is intent. When we are intentional about learning and growth, mistakes can become our greatest teachers. When we are careless or unwilling to improve, mistakes turn into unnecessary setbacks.

Key Takeaway

Accidental failures are natural, forgivable, and even necessary for growth, while intentional failures are the result of poor choices and carry consequences. The difference comes down to intent and accountability.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Key Takeaway

Always Blame the System, Never the People

Key Takeaway

Designing What People Want And Need

Why This Balance Matters

Learning From Scrum and Lean Startup

Doing The Right Thing

Why I Care About This

Understanding Apologetics

Why Construction Needs Critics

My Personal Stand

Moving Forward

Key Takeaway

Intentional vs. Accidental Failing

Understanding Accidental Failure

Recognizing Intentional Failure

Creating a Balanced Culture Around Failure

Key Takeaway

Subscribe Now !

Sign Up & Start Learning

The Foundation of Construction Excellence

© 2025 elevate construction ist LLC All Rights Reserved. |

SUBSCRIBE NOW !

Subscribe to our newsletters and stay updated!

faq

General Training Overview

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