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Month: September 2025

Advice to Newer Generations

Posted on by Jason Schroeder
Read 3 min

Advice to Millennials and Gen Z

I want to share some thoughts on advice for Millennials and Gen Z entering (or already in) today’s workforce. This isn’t about criticism it’s about equipping the next generation to thrive, especially in industries like construction where execution and consistency matter most.

First, let’s clear something up, the idea that “nobody wants to work anymore” isn’t new. Every generation has heard this. Yes, there are cultural shifts in society that lean toward entitlement, but on construction sites, I see hardworking, loyal people. The issue isn’t laziness across the board it’s about how individuals approach opportunity.

The Entitlement Mindset

Too many people want the perks before putting in the work; cushy hours, bean bags in the office, instant recognition, and quick promotions. The truth is, those things come after you’ve earned them not at the starting line. Entering the workforce as a “taker” instead of a “giver” sets you up for disappointment.

Job Hopping Hurts You

Constantly chasing sign on bonuses and new titles without truly delivering results creates instability. Loyalty and consistency still matter. Honoring commitments builds trust, and in the long run, it makes you more valuable.

Overdependence on Technology

Phones, apps, and AI can’t replace basic human skills like communication, negotiation, problem solving, and writing. If you can’t focus long enough to complete real work, or if procrastination becomes your default, it doesn’t matter what you “know” it’s what you do that counts.

Unrealistic Expectations

Don’t expect to land a role that offers the lifestyle and perks of someone 15 years ahead of you in experience. Grind first, build skills, and then earn the freedom and flexibility that come with expertise.

A Better Path Forward

Instead of entitlement, focus on:

  • Grinding early in your career to build resilience and credibility.
  • Staying loyal long enough to make a real impact.
  • Balancing tech with fundamental human skills.
  • Setting realistic expectations and growing into bigger opportunities.

Entitlement, distraction, and dependency won’t create a fulfilling life. But discipline, focus, and commitment will.

Key Takeaway

Success doesn’t come from entitlement or shortcuts it comes from grinding, building skills, staying loyal, and focusing on real contributions. Millennials and Gen Z have immense potential, but it takes effort, not excuses, to unlock it.

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

Posted in All

The Phases of Lean Implementation

Posted on by Jason Schroeder
Read 5 min

Phases of Implementation on Your Lean Journey

I am way behind on recording, so here I am on a Saturday while the kids watch a movie before we head to the lake. I hope to record a few so you can have them lined up next week. Before I dive into today’s topic, let me share some exciting updates. The refined edits for the Takt Planning book and its duplicate publication Lean Construction Planning are officially complete. We recently ran a Takt Production System course that went fantastically well, and we are rapidly updating it along with a Rise course that can be shared with universities. We are also building a Last Planner and Takt Steering and Control course so people can learn both planning and field implementation. On top of that, I finished the manuscript for the First Planner System book. Kate is about halfway through formatting and industry contributors are reviewing it. We are on target for release August 1st. After that, the Takt Steering and Control book will be next. These are all part of what we call the Integrated Production Control System, which combines the First Planner System, the Takt Production System, and Last Planner. We have also hit one million podcast downloads. Even though listens have leveled out around nine hundred per episode, I am grateful. This podcast has always been more than numbers for me. It is a development tool and a way to connect with friends in the industry. I also want to pause and share a piece of feedback I recently received. A superintendent told me that his first book purchase was Elevating Construction Superintendents and he thought it was amazing. He listens daily and now shares episodes with his daughter, who started as a field engineer a year ago. That kind of feedback means everything and motivates me to keep producing content for you. Now, let’s talk about the main topic for today: the phases of implementation on your lean journey.

The Four Phases of Implementation

Companies often want to skip ahead in their lean journey, but there is a clear sequence that cannot be ignored. If you jump steps, your implementation will fail.
  1. Paradigm and Awareness Leaders must first have awareness of lean, operational excellence, and production theory. Without this mindset, nothing else sticks. 
  2. Adoption of the System Once there is awareness, the leadership team must collectively decide on an operating and production system. Commitment at the top is non-negotiable. 
  3. Training Across the Organization With the system adopted, it must be scaled through training so everyone understands and supports it. Training without adoption is worthless. 
  4. Accountability and Rollout Accountability systems such as check-ins, status reports, and field walks are needed to ensure the system is consistently implemented. 
This is why implementation has to start top down. Workers and lower-level managers show up every day to do their best, but their primary responsibility is to provide for their families. They cannot risk their jobs by challenging broken systems. Change must come from leaders who have the decision-making power, influence, and resources to transform the organization.

The Risk of Skipping Phases

Kate has a way of explaining this clearly to clients. She often tells them, “You are skipping phases. You do not have leadership buy-in, and you have not adopted a system. If you move directly into training, it will not work.” Without united leadership, training creates isolated results at best or rejection of the new system at worst. Step one is always alignment at the top. When leadership has clarity and commitment, training then spreads knowledge and motivation throughout the company. Only then can the accountability systems anchor the transformation.

A Note on Bootcamps

This is especially true for something like the Super PM Bootcamp. If a company sends someone without leadership alignment or system adoption, that person will still receive life-changing value. They will improve personally, influence their projects, and carry new paradigms into future leadership roles. But the company itself will not see full implementation. For full organizational benefit, leaders must first decide to adopt lean and operational excellence. Then sending people to the Bootcamp multiplies the benefits at every level, individual, family, team, and company.

Key Takeaway

You cannot skip steps in a lean journey. Leadership awareness, system adoption, training, and accountability must happen in sequence or the effort will not deliver lasting results.

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

Posted in All

Last Planner® Has the Concept of PULL wrong!

Posted on by Jason Schroeder
Read 5 min

The Construction Industry Has Pulled All Wrong

The lean community has long emphasized the concept of pull. In theory, it sounds like a powerful principle. Work is driven by demand, materials arrive just in time, and tasks begin only when the next process is ready. At first glance, it seems clean and efficient. But here is the truth: in construction, the way we talk about pull is fundamentally wrong.

The reason is simple. Construction is not like manufacturing software or even automotive assembly. We deal with long supply chains, complex procurement cycles, and multi-trade coordination. Pretending that pull alone can drive projects forward ignores the reality of how our industry actually works.

Take customer demand, for example. Lean literature often describes pull as responding to customer needs in real time. That may work in consumer markets, but in construction the customer’s demand is already locked in the moment an RFP or RFQ is awarded. The owner does not need to signal each phase of the project. They want the building finished as soon as possible, and we know this from day one. So in our context, pull is not about forecasting what the customer might need. It is about aligning the supply chain and production systems so that the next trade has exactly what they need, exactly when they need it.

This is where many interpretations of the Last Planner System get it wrong. The way it is often taught suggests that predictive planning is wasteful or anti-lean. That is a mistake. With today’s fractured scopes, long procurement cycles, and specialized trades, predictive planning is not optional. Without it, the system collapses.

Imagine electrical switchgear. Manufacturing and delivering it can take 15 to 24 months. If you wait to order until the electrical room is complete, you are already two years too late. The trigger is not the room being ready. The trigger is the decision to release procurement years earlier. Yet many Last Planner discussions in the field act as if we can wait until downstream demand pulls it forward. That approach leaves teams scrambling without materials, without information, and without alignment.

This is why we cannot rely on pull in isolation. Pull works when lead times are short, when processes are flexible, and when production is repeatable. It works in software or design, where adjustments can be made rapidly. But construction requires both predictive planning and pull. It is long-term and short-term working together. It is forecasting to align supply chains and then using pull to refine commitments in the field.

The truth is, every successful construction project is built on the foundation of strong preconstruction planning. That means first planner sessions that map out strategies, macro-level tact plans that set the rhythm, production simulations that stress-test the approach, and supply chain coordination that ensures the right materials arrive at the right time. Then and only then does pull come in. Weekly work plans, lookaheads, and daily huddles allow crews to refine the exact start dates, adjust commitments, and execute with precision.

When lean teachers dismiss predictive planning, they confuse people. They say, do not plan too much, just wait until you are closer. But this is a false choice. Construction is not new. There is nothing we build today that has not been built before. We know how long it takes to install curtain wall, we know how to sequence multifamily interiors, we know the lead times for switchgear. Pretending otherwise does not make projects leaner, it just makes them riskier.

Just-in-time delivery is another area where concepts get twisted. The phrase is often misapplied to mean materials should arrive directly at the workface only when needed. That is a dangerous oversimplification. On many projects, a laydown yard is the only way to ensure critical materials like imported tile or exterior curtain wall are on hand well in advance. The small cost of storage is nothing compared to the chaos of missing materials on install day. Just-in-time should mean moving resources from staging to point of use at the right moment, not waiting until the last second to bring them across the ocean.

Pull has its place. It brings flexibility, collaboration, and responsiveness. It ensures trades are not forced to start before they are ready. But it is not the master principle for construction. It is a secondary concept, one that must work alongside tact planning, forecasting, and strong preconstruction strategies.

The construction industry has this concept wrong because we keep lifting it from manufacturing without translating it to our reality. When we do that, we create confusion, delays, and frustration in the field. The better path is clear: start with predictive planning, align your supply chains, build a strong tact plan, and then let pull refine commitments at the short interval. That is how we deliver projects reliably, efficiently, and without chaos.

We must stop teaching that pull replaces predictive planning. It does not. Pull and forecasting are partners, not competitors. Tact and Last Planner together create flow. Predictive planning aligns the supply chain. Pull keeps the field execution honest. Put them together, and you have a system that works.

That is the future of construction. That is how we finally get lean right.

Key Takeaway
Pull alone will not deliver construction projects. Success comes from combining predictive planning, tact, and pull so that long supply chains and short interval commitments align seamlessly.

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

Posted in All

Differences in Our Bodies, Feat. Kate Schroeder

Posted on by Jason Schroeder
Read 5 min

Merging Men and Women in the Workplace with Compassion

Recently, while in Guadalajara with our team, I had a conversation with Katie that opened my eyes to something I had not thought deeply enough about, the differences between men and women in the workplace. What started as a lighthearted discussion quickly turned into a deeper realization about compassion, individuality, and how we support people on our teams.

Our company runs at a 50-50 ratio of men and women, something I am proud of, but I admit I have often found it difficult to fully understand all the nuances that come with merging men and women in the workplace. Katie had been reading the book Eve, which explores the evolutionary differences between male and female bodies. She shared insights that challenged me to think differently.

One point struck me immediately. Most scientific studies that inform everything from sleep recommendations to medication dosages were conducted on men. As a result, workplace norms are often built around male baselines. For example, men typically need around eight hours of sleep. Women often require more, sometimes up to ten or even eleven hours during certain phases of their cycle. Add to this the time spent on hair, makeup, and childcare responsibilities, and the picture becomes clear. The rhythms of men and women’s lives differ in meaningful ways.

This realization made me ask a bigger question. If our bodies are different, should our work environments reflect that? Not in a way that singles anyone out or invades privacy, but in a way that simply acknowledges reality. Imagine flexible start times, built in opportunities for breaks or naps, or the ability for parents, fathers and mothers alike, to pick up their kids without stress.

Katie made a valuable point in response. She reminded me that what I was really describing was not just a gender issue but a human issue. Men and women alike need flexibility, rest, and compassion. Fathers also benefit from more flexible schedules. Workers of all types have different body rhythms and capacities. Compassion for one person benefits everyone.

That shifted my perspective. At first, I was focused on the biological differences between men and women, but Katie helped me see that those differences should only be a starting point. The bigger truth is that one size fits none. Men are not the same as other men. Women are not the same as other women. Every individual has unique needs, rhythms, and circumstances.

As leaders, our responsibility is not to force everyone into the same mold but to create systems that care for people as individuals. This means asking, “What do you need to thrive?” and being willing to adapt schedules, break times, or work hours to help them succeed.

It is a matter of compassion, and compassion has practical benefits. When you take care of people, they bring greater focus and energy to their work. Something as simple as providing good bathrooms or shaded areas on a jobsite sends a powerful message: you matter. That message translates into commitment, effort, and ultimately, results.

This is especially important in an industry like construction, where traditional culture often values toughness over wellbeing. Katie pointed out that men are suffering most under this system. Construction has alarmingly high suicide rates, overwhelmingly among men. The cultural narrative of “no pain, no gain” and “suck it up” has led many men to push themselves past healthy limits. The burden of being the provider and caregiver, without permission to ask for help or show vulnerability, is burning men out.

It is ironic that it took women joining the conversation for us to finally start taking better care of ourselves. But here we are, and we have the chance to change. If we recognize that no two bodies are the same and build workplaces with compassion and flexibility at the center, we can support both men and women. We can improve retention, reduce burnout, and create environments where people want to stay and grow.

For me, this was a humbling realization. I had gone through much of my career without thinking deeply about what women face in the workplace. For example, how does a woman manage her period in a porta potty on a construction site? I had never considered it. That lack of awareness means I still have a lot to learn, and I am committed to doing better.

The takeaway is simple but profound. Let us not assume that everyone’s experience mirrors our own. Let us not design workplaces based on one size fits all standards. Instead, let us care enough to listen, adapt, and meet people where they are. Because when we do, we do not just improve lives, we elevate the entire industry.

Key Takeaway
One size fits none. The best workplaces recognize individual needs, show compassion, and create systems where both men and women can thrive.

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

Posted in All

Reference Class Forecasting

Posted on by Jason Schroeder
Read 6 min

Using Reference Classes to Keep Projects on Track

I recently had an eye opening experience during a planning bootcamp we are running in Guadalajara with our team of 35. We had all read the book How Big Things Get Done as pre-work, and it introduced us to the concept of reference classes. This idea has been bouncing around in my mind ever since, and I realized we are not doing nearly enough to leverage it in construction planning.

During the bootcamp, Kate challenged me on this topic, and I am grateful she did. She asked if we had really done enough research for the reference class of our upcoming 58 million dollar project with Lean Build, our first major project under this approach. My instinctive answer was yes, we had looked at similar projects, gathered experience, and thought through a macro plan, a norm, and a backup. But Kate pressed further. Were these projects recent enough? Did they involve Elevate’s influence or were they before our team had refined our systems? Were we accounting for the fact that our trade partners in Phoenix were new to working with us?

Her questions revealed something uncomfortable but true. I had not dug deeply enough into reference classes. I had taken the surface level comfort of having some data but had not critically analyzed whether it was robust enough to forecast our outcomes with confidence.

So what exactly is a reference class? In simple terms, it is a collection of similar past projects used to understand the likely outcomes for the project you are about to start. By studying how much those past projects overran on budget or schedule, you create a realistic dataset for forecasting. Instead of relying on optimism or assuming our project is unique, we ground our promises in evidence.

This matters because as much as we would like to think otherwise, our projects are not special. Nothing in construction is truly unique. Nearly everything we build has been done before, somewhere, in some form. And we almost always have data if we are willing to look for it. The real danger comes when we fall into the trap of wishful thinking, believing our project will magically outperform the average without a proven reason.

Ideally, a reference class includes dozens of similar projects. Fifty is a dream number, but even having 25 projects from your local region provides powerful forecasting insight. Imagine the advantage of walking into a hospital building knowing that historically these projects overrun by 12 percent on schedule and 8 percent on cost. You would then build those expectations into your promise and use your planning tools to actively reduce those risks.

At Elevate, we have already built our systems to accommodate this mindset. Our macro level tact plan serves as the promise, the slowest reasonable speed aligned with contractual milestones. This should be tied directly to the reference class so the owner gets a promise rooted in reality. Then we have a norm level plan, our target, which aims higher by removing risks, increasing flow, and applying lean techniques. Same plan, different speeds. One is the conservative promise. The other is the stretch target that reflects what is possible when the team executes well.

The key is discipline. When building the macro plan, we must resist the temptation to think our project is different. We must not shortcut reality. Reference class data gives us the average, the normal distribution, the baseline. That is what we promise. Then, with lean tools like Last Planner, tact planning, and production control, we can improve upon the baseline and aim for the target.

Of course, this only works if we are actively collecting and storing reference class data. This is where the industry is sorely lacking. Too often, companies say they want to track production rates, but they make it overly complex and try to measure activity by activity. In my experience, that has never worked. What would work is a simple database. For each program type such as hospital, lab, multifamily, or power plant, we record the baseline budget, the baseline schedule, and the actual outcomes. We calculate the variance. Over time, this database becomes our most valuable tool for forecasting.

If we know, for instance, that a certain program type consistently experiences delays in switchgear procurement, we do not just shrug and hope our project will be different. We plan ahead, confront the risk, and take action to prevent it. This is how we respect the data while still striving for better results.

So here is my challenge to you. Start by identifying your own reference classes. What types of projects do you typically build? Gather as much data as possible about past performance. Then, when you plan, separate your promise and your target. Use the reference class to ground your promise, and then use lean techniques to aim for a better target. And above all, do not assume you are unique or exempt. The data tells the story. Our job is to listen and act.

This is the future of reliable planning. If we start collecting and using reference class data, we will stop overpromising, stop underdelivering, and finally build a culture of trust and predictability in construction.

Key Takeaway
Reference classes stop us from making wishful promises. By grounding project plans in real data and then targeting better outcomes with lean methods, we can protect our commitments and still strive for improvement.

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

Posted in All

What, When, What For, and What about Crystal Balls

Posted on by Jason Schroeder
Read 5 min

Seeing the Future with Crystal Balls in Construction

I recently finished watching The Rings of Power, and one of the things that struck me was the Palantír, those legendary seeing stones or what we might call crystal balls. They allowed leaders to look into the future, anticipate what was coming, and make decisions accordingly. While that may sound like pure fantasy, the truth is we already have our own version of crystal balls in construction. They are not magical stones but tools, processes, and habits that allow us to see ahead and prepare for what’s coming.

The purpose of a crystal ball is vision. It helps you look into the future, see what could be ahead, and take steps to prepare. In construction, the equivalent is the set of practices, plans, and tools that reveal where risks, opportunities, and needs will arise before they hit you in real time. For superintendents, this might include the production plan, logistics plan, zone maps, weekly work plans, day plans, and field walks. For project managers, crystal balls could be budgets, forecasts, project status reports, procurement logs, or risk and opportunity registers. Each of these is a lens into the future, showing what could go wrong, or right and what actions need to be taken now to influence outcomes later.

But having these crystal balls is not enough. The real question is, when will you use them, what will you look for, and what will you do once you see the future? In The Rings of Power, the queen regent and the king spent time regularly looking into the Palantír. They didn’t just have it; they used it. That’s the model we need to adopt in construction.

Take the six habits of a builder, for example. Studying drawings is one of them. When you sit down to study the drawings, that’s you gazing into your crystal ball. What are you looking for? The next areas of work, the methods of installation, and the potential roadblocks. What do you do with that knowledge? You make sure trade partners are ready, resources are secured, and the path is clear for work to flow.

Another habit is reviewing the production plan daily for 15 to 30 minutes. That’s a crystal ball too. When you look into it, you are searching for what’s coming up and when. What do you do with that? You prepare everyone for upcoming tasks, remove roadblocks, and trigger needed actions early.

Field walks serve the same function. When you walk the site, you are not just observing current conditions. You are looking into the future of how work will progress and where support will be required. Then, you take action by communicating needs, removing barriers, and warning others of potential issues.

The long-term habits are also crystal balls. Pull planning, for instance, allows you to see three months ahead. You confirm sequence, commitments, and alignment with milestones. What do you do with that? You ensure trade buy-in, level work across zones, and build a plan that actually supports flow.

Quality pre-construction meetings are another. Held three weeks before an activity, they are a crystal ball that allows you to preview the expectations, visuals, and standards required to build right the first time. What you do with that knowledge is ensure everyone is aligned, trained, and resourced before starting.

And of course, weekly work planning sessions are crystal balls too. You use them to identify upcoming roadblocks, make work ready, and support trade partners in securing what they need. Then you act immediately to remove barriers before they stall progress.

The challenge is not just to know what your crystal balls are, but to schedule when you will use them, clarify what exactly you are looking for, and predetermine what actions you will take based on what you find. Without this discipline, having the tools is no better than fantasy. They only work if you look into them regularly and act on what you see.

I once worked with a mentor who had me list every possible problem that could be discovered when reviewing project KPIs. The exercise wasn’t just about identifying issues, it was about pairing each issue with a specific action. That is the secret. If you do not know what you will do with the insight your crystal ball provides, then you’re just staring into it without direction.

So here is my challenge. Identify your crystal balls. Schedule the time to use them. Define exactly what you are looking for, leading indicators, not lagging ones. And most importantly, decide in advance what actions you will take when you see problems or opportunities.

Construction may not have magical stones, but we do have tools that can show us the future. Use them, and you will keep your projects flowing, your people prepared, and your outcomes remarkable.

On we go.

Key Takeaway

Crystal balls in construction are not magic, they are your plans, processes, and habits. The key is to use them consistently, look for leading indicators, and act quickly on what you see.

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

Posted in All

If They Can’t Wear Safety Glasses, They Can’t Do Anything

Posted on by Jason Schroeder
Read 6 min

Why Are Safety Glasses Non-Negotiable on a Jobsite?

Recently, Kevin Rice, our Chief Visionary Officer, was out on a project site and found himself in a familiar debate with a superintendent. The pushback sounded like this: “It’s just safety glasses.” But Kevin, with his usual energy and passion, made a powerful point. Not wearing safety glasses is never about comfort or preference. It is a symptom of a deeper problem.

Short answer: Require safety glasses on every project, every day, with no exceptions. If someone can’t or won’t wear them, there’s an underlying problem (attitude, memory, training or culture), and they aren’t ready to be on the project yet. How people handle small things is how they handle big things, so safety glasses are the simplest litmus test you have.

I often hear excuses like “It’s not that big of a deal,” “They’re just workers,” or “That’s their responsibility, not mine.” Sometimes it is framed as, “Jason, you don’t understand what it’s like in our region.” I do understand. What I also understand is that these are simply weak excuses for leaders who are unwilling to do their jobs.

There is not a single project anywhere in the United States where full safety glasses should not be required. This is not about whether eyes are at risk during a specific task. It is about setting and enforcing core values. Safety glasses are to a construction site what core values are to a company: the baseline that identifies who fits and who does not.

What Does It Mean When Someone Won’t Wear Safety Glasses?

If someone cannot or will not wear their safety glasses, there is always an underlying problem. It might be an attitude problem, which has no place on a job site. It might be a memory problem, which makes construction a dangerous environment for them. It might be a training problem, which can and should be fixed. Or it might be a cultural or behavioral issue that needs to be addressed before they can safely work. Whatever the cause, the outcome is the same. If you cannot wear your safety glasses, you are not ready to be on a construction project.

I grew up watching carpenters who wore heavy tool bags, understood complex plans in their heads, and executed their craft with skill. They wore their harnesses every day, had their lanyards inspected, wore full PPE, and often worked in extreme conditions. These were superhuman people doing extraordinary things. Against that backdrop, hearing complaints about something as simple as wearing safety glasses feels ridiculous.

How Do You Answer the Common Objections?

And let’s debunk the common objections. “I can’t see through my glasses.” Then get a pair that fits, keep them clean, or get prescription safety glasses or a pair that fits over regular glasses. If they fog, use anti-fog wipes or anti-fog lenses. These aren’t unsolvable problems. When someone argues about safety glasses, it is not about logic, it is about emotion. They simply do not want to wear them, and they try to justify it after the fact.

Why Are Safety Glasses a Litmus Test?

Think about what a powerful litmus test safety glasses provide. If a worker refuses to wear them, in thirty minutes you will likely find them without fall protection, standing on top of a ladder, or exposed at a leading edge without guardrails. The same mindset that refuses basic eye protection will inevitably lead to bigger and more dangerous risks. Safety glasses are not just about protecting eyes. They are a visible, measurable indicator of whether a worker has the attitude, training, and commitment required to stay safe on site.

I once came across a Hensel Phelps quote that I love so much I made it into a decal for my truck. It said, “There is no job or duty so urgent and important that it cannot be done the safe way.” That principle is timeless. Leaders must hold the line. Allowing someone to work without safety glasses signals that safety is negotiable, and once you compromise in one area, the entire culture erodes.

How Do You Enforce It Without Giving Up on People?

This is not about discarding people. If the issue is skill, we train. If it is attitude, we give them the chance to adjust. But until they are ready, they are not safe to work on the project. Leaders cannot afford to spend endless time cajoling and persuading when hundreds of people need supervision. The standard must be clear and enforced.

The truth is simple. How people do small things is how they do big things. If someone will not wear their safety glasses, they will not be safe in anything else. Make safety glasses mandatory. Enforce it without exception. And recognize that something so simple is the most powerful tool you have to protect lives and elevate the culture of safety in construction.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow.

On we go.

Key Takeaway

If someone refuses to wear safety glasses, it reveals a deeper issue. How people handle small things is how they handle big things, and safety cannot be compromised.

Frequently Asked Questions

Are safety glasses required on every construction site?

OSHA requires eye and face protection whenever workers are exposed to eye hazards (29 CFR 1926.102). On our projects the standard is simpler: everyone wears safety glasses all the time, so nobody has to decide task by task.

What should you do if a worker refuses to wear safety glasses?

Stop the work and find the reason: attitude, memory, training or culture. Fix training problems with training, give attitude problems a clear chance to adjust, and don’t let the person work until they meet the standard.

What if safety glasses fog up or someone wears prescription glasses?

Use anti-fog wipes or anti-fog lenses, and get prescription safety glasses or a pair that fits over regular glasses. Fogging and fit are solvable problems, not reasons to go without.

If you want to learn more we have:

-Takt Virtual Training: (Takt Virtual Training)
-Check out our YouTube channel for more info: (Elevate Construction on YouTube)
-Listen to the Elevate Construction podcast: (Elevate Construction Podcast)
-Check out our training programs and certifications: (Training Programs and Certifications)
-The Takt Book: (The Takt Book on Amazon)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction. As the company’s Founder and COO, 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.

Posted in All

Manliness in Construction, Feat. Brandon Montero

Posted on by Jason Schroeder
Read 4 min

Getting Rid of the Tough Exterior in Construction

In construction, there has long been a culture of toughness, one where showing emotion is seen as weakness. Brandon Montero and I sat down in Guadalajara after a boot camp to talk about that very mindset and the damage it does to people and our industry.

Brandon shared a story from training about someone in an OAC meeting who started to show signs of emotion under pressure. Instead of offering support, the superintendent pulled him aside and said, “If you can’t grow a thicker skin, then this industry probably isn’t for you.” Hearing this made my blood boil. That mindset is not leadership. It is a dismissal.

We have to be human beings in this industry. People cuss, meetings get heated, emotions run high. But instead of telling people to get out if they cannot take it, leaders should be asking how they can create better environments, how they can protect and support their people, and how they can bring harmony to a workplace that too often normalizes aggression.

Construction today is not just a place for hard exteriors and so-called grit. It is a place for diverse people with different strengths, backgrounds, and ways of working. If our only standard is “be tough or leave,” we exclude talented people who could thrive if given support. Leaders should not be adding to the belittling but instead creating environments where individuals can be their authentic selves.

We talked about the false sayings that often float around construction like real men do not cry, suck it up, pain is weakness leaving the body, or complaining is for the weak. These phrases are toxic. They are lazy substitutes for true leadership. They create environments where people shut down instead of speaking up, where fear overshadows vulnerability, and where inclusion and empathy are replaced by bravado.

True strength is not about how much emotion you can hide. It is about how much authenticity you can bring. Vulnerability is not weakness. It is one of the most powerful tools a leader can have. Looking back on my own career, the one thing I wish I had embraced earlier was vulnerability. Instead of masking concern with threats or anger, I could have said, “I am worried about this and I need your help.” That simple act of honesty builds trust, strengthens teams, and creates space for people to show up as their whole selves.

Brandon put it perfectly. Vulnerability means being confident enough to be transparent and honest, to let others see the real person behind the exterior. It does not diminish strength, it proves it. And when leaders model that behavior, they give others permission to do the same.

If we want to elevate construction, we must let go of the false toughness that has been passed down for generations. We must replace it with empathy, inclusion, and vulnerability. We must stop tolerating toxic behavior and start protecting people. If we continue clinging to the outdated idea that only the toughest survive, we will push away the very people who could transform our industry for the better.

Key Takeaway
Construction does not need more hard exteriors or empty toughness. It needs leaders willing to show vulnerability, create supportive environments, and replace toxic sayings with genuine care and empathy. True strength is protecting people, not tearing them down.

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

Posted in All

Prepare Your Kit

Posted on by Jason Schroeder
Read 5 min

The Power of Kitting: Unlocking Flow in Construction

In construction, we talk a lot about flow, efficiency, and removing waste. Eli Goldratt’s work has influenced much of this thinking, and his daughter Efrat Goldratt has expanded on it in her book The Rules of Flow. One concept that stood out to me while reflecting on her work is kitting. While kitting may seem simple or even familiar, it has profound implications for how we prepare, plan, and execute in construction.

Most people already understand kitting in some form. We know the IKEA experience of opening a box that contains all the pieces and instructions needed to assemble a piece of furniture. We also see it in prefabrication or room kitting, where materials and tools are bundled together so a crew can complete a task without stopping to search for missing items. But Goldratt’s insight took it further: kitting is not just for materials. It can apply to almost anything.

A personal story helped me connect this idea more deeply. Recently, I started playing Minecraft with my kids. At first, I did not understand the game. It looked like blocks and random buildings. But my son wrote out an entire eight-page guide detailing how he wanted us to play together, and my heart melted. That is when I jumped in with him. Soon I found myself becoming a parent not only in real life but also in Minecraft. I gathered resources, built houses, farms, and even storage chests. I set up everything they needed so that when they logged on, they could focus on the fun part of the game rather than running around hunting for supplies.

Then it hit me. I realized I was creating kits for them. I labeled steps with signs, put the necessary items in chests, and laid everything out so they could jump right into their mission. If they wanted to build a skeleton farm or explore an underwater monument, all the tools, resources, and instructions were waiting for them. My preparation unlocked their ability to play and have fun without frustration. That is exactly what kitting does in construction.

When Kate and I talked about this in the context of The Rules of Flow, we connected it back to our work with project teams. In lean planning, we often meet weekly with superintendents, project managers, and trade partners to align on short interval planning, pull plans, and weekly work plans. Sometimes teams struggle because the preparation feels overwhelming. Kate suggested a different approach: what if we kitted the planning sessions? What if, before coming back for the next session, we had gathered everything needed—updated pull plans, RFIs answered, material statuses confirmed, and constraints identified?

Think about what that would mean. Instead of wasting half the meeting chasing missing information, the team would walk into a fully prepared environment. Everything they need would be in place, like the chest of items in Minecraft or the IKEA box of parts. The kit itself would serve as the gatekeeper. Until the kit is complete, you do not move forward. That discipline ensures flow and eliminates the wasted time and frustration of showing up unprepared.

This principle applies far beyond planning meetings. It applies to field work, leadership meetings, training sessions, and even personal tasks. A crew should never start work until their kit is complete, meaning materials, tools, and information are all ready. A leadership team should not hold a meeting until they have the data, decisions, and updates they need. Trainers should not begin until participants have all the materials in hand. And on a personal level, none of us should start a task until we have prepared the environment for success.

The consequences of skipping this step are real. Without a complete kit, we end up searching, improvising, or waiting. Waste multiplies, flow breaks down, and unevenness spreads through the system. People feel rushed and overburdened. Kitting prevents all of this by ensuring that every step begins with clarity, preparation, and readiness.

What makes this even more powerful is how it ties into one piece flow. When we complete a step fully, we can prepare the kit for the next step. The process becomes smooth and predictable because each gate only opens when the kit is ready. This mindset changes the way we view preparation. It is not an afterthought or extra work. It is work.

Kitting may seem like a simple idea, but it is transformational when applied consistently. It allows teams to start strong, stay in flow, and reduce wasted effort. It prevents the scramble of missing items, unanswered questions, and chaotic meetings. Most importantly, it respects people’s time and energy by setting them up for success before they even begin.

When I look at my kids diving into their Minecraft missions with everything prepared for them, I see joy, focus, and momentum. That same feeling is possible in construction if we embrace the discipline of kitting. Before you start the next task, meeting, or project, ask yourself: do we have our kit? If not, wait until you do. The kit is the key that unlocks the gate to flow.

Key Takeaway
Kitting is more than gathering materials. It is the discipline of preparing everything needed before starting any step. When teams adopt kitting, they eliminate waste, unlock flow, and set themselves up for success from the start.

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

Posted in All