Meetings Are NOT Sacred Cows

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Meetings Are Not Sacred Cows

I hope you’re doing well. I want to start today with some feedback from one of our listeners that really stuck with me.

A builder reached out while working on an elevated railway project. One of the stations had these massive concrete vents, and they caught an error in elevation before things moved too far forward. Later, they discovered three other vents with the same mistake. The feedback reminded me how much better the industry could be if every builder had stronger skills in layout and survey. That’s why I love hearing from you all because your stories make me reflect deeply on the work we do and the importance of continuous learning.

On the business side, let me be transparent. Running Elevate requires consistent effort to keep everything moving. Our expenses run around $210,000 a month, and while revenue covers it, the margins can be thin. Construction cash flow is always tough because payments lag. Right now, we have nearly half a million dollars sitting in receivables waiting to be paid. It’s not a complaint, I love our clients, but it’s a reality.

We’ve been able to keep things going for three and a half years, and we’ll continue, but it’s only possible because of your support. Every referral, every boot camp enrollment, every recommendation you make matters. If you’ve ever wondered whether starting the construction company distracted us, the answer is no. In fact, it’s helping us fund the training side of the business so we can bring more value to you.

I came across something on LinkedIn recently that really resonated with me. It was a short list about improving yourself. Exercise to improve your mood. Meditate to think clearly. Read to understand the world. Journal to understand yourself. Teach to understand better. To be happy, expect nothing and enjoy the present. To get more, give. It reminded me of Eckhart Tolle and his teachings. The message was simple but powerful. Growth starts with how we show up every day.

That also led me to remember a story I once heard at church. It’s about a boy, Jack, and his father. After years of tension, Jack stormed out one day, telling his dad he’d never return. But as he left, his father called after him, apologizing and promising he’d always be welcome back. On the bus, Jack reflected on those words and realized the love and humility it took for his father to say them. He turned around, went home, and found his father waiting for him. That choice changed their relationship forever.

The lesson was clear. Love heals. Love expressed, not just felt, is what binds families, teams, and communities together. It reminded me to cherish the people closest to us and to never let pride stand in the way of connection.

Now, here’s the main point I want to share with you today. Recently in our team meetings, Kate and Kevin raised concerns about the quality of some discussions. Not in a negative way, but with a critical eye for improvement. That made me reflect on something. Why do so many people tolerate bad meetings?

I realized it’s because meetings are treated like sacred cows. People assume they can’t be changed, questioned, or challenged. But here’s the truth. Meetings are not sacred cows.

If you’re in a meeting and it’s not productive, you have three options. Make it better by raising the energy and focus. Improve the structure by clarifying the purpose. Or cancel it altogether. You don’t need to sit through a meeting that drains energy and adds no value.

At Elevate, we’ve made it clear. Bad meetings have no place here. Every meeting should serve a purpose, drive progress, and energize the people in the room. If it doesn’t, we fix it. That’s the mindset I want to spread across the industry.

So here’s the call to action. Don’t treat meetings as untouchable. Speak up, suggest improvements, or shut them down if they’re wasting time. Respect people’s time by making every gathering worthwhile. Meetings should be tools for progress, not rituals that drain us.

I’ll leave you with that thought. Meetings are not sacred cows. Let’s challenge them, improve them, and use them to elevate the construction experience for everyone.

On we go.

Key takeaway
I realized that meetings are often treated as untouchable, but they are not sacred cows. If a meeting is unproductive, we can fix it, refocus it, or cancel it so that our time and energy are spent on what truly matters.

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

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There Is No Substitute for Fundamentals

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Backing Up Boats and the Illusion of Equipment

I have had a busy stretch lately. Between YouTube recording sessions in Salt Lake City, multiple channels of content, LinkedIn posts, blogs, books, and podcasts, it has been a lot. Honestly, I was feeling a little drained today, but I wanted to share something that hit me pretty hard and turned into a lesson I could not ignore.

A listener recently asked me if they should take on a school renovation project as lead superintendent, even though they have never built a school before. My response was simple. If you have the process, you can build anything. I learned that at Hensel Phelps. It is not about the specific type of building. It is about the approach you use, the systems you follow, and the way you work with trade partners.

If you rely only on past experience without a process, then yes, you should be worried. But if you are focused on the process, you will figure it out. A school, a multifamily building, a hospital, or a warehouse, they all have phases, details, and challenges. The materials may differ, but the system carries you through.

Joel Hamilton shared a great perspective with me that ties into this. He reminded me that every project is unique because of the people, the site, and the circumstances. At the same time, he pointed out that projects are like Legos. They are built from standardized blocks and processes. I realized Joel and I are speaking from two sides of the same coin. He is focused on uniqueness through configuration and materials. I am focused on sameness through process and scaffolding. Both mindsets matter, but without process, uniqueness becomes chaos.

That brings me to a story I could not resist sharing. I may not be the best at everything, but when it comes to backing up a boat, I have got it down. My dad and father-in-law were truckers, so I grew up learning how to use mirrors, control trailers, and handle vehicles under pressure. When we got our own little boat a few years ago, it all came back naturally.

Here is the problem. Every time I go to the lake, I see people doing it all wrong. They drive nose first down the boat ramp, jackknife their trailers, and end up in accidents. I have watched ramps get shut down because someone’s expensive boat pulled their truck right into the water. It is chaos and it is dangerous. The right way is simple: back slowly, use the lanes, have a spotter if needed, and stay in control.

I have taught my kids Reno and Ava to back up the boat properly, and they are already better than most of the people I see at the lake. But here is the bigger point. These folks show up with half a million dollars’ worth of equipment, big trucks, expensive boats, flashy setups, and they do not even know how to use it.

And that is the analogy I want to land today. The size of your equipment, the technology you buy, or the title you carry does not mean you know how to use it. I see it in construction all the time. Someone gets a robotic total station, but they do not know how to run the layout. A foreman gets a crew but does not know how to lead. A superintendent has the job but does not know how to schedule. We assume that buying or being given the tools makes us capable. It does not.

The truth is, there is no technology that is going to save us. There is no shiny piece of equipment that will do the work for us. Fundamentals matter. Training matters. Learning how to use what you have matters.

I have seen this play out over and over. We offer the best training in the world for superintendents, but people resist. They would rather skip the learning and hope their new tools will solve the problem. They want aspirin instead of vitamins. But without the fundamentals, without knowing how to back the trailer down the ramp, it does not matter how expensive the boat is, you are still going to wreck.

So here is the takeaway. Do not mistake new equipment, technology, or titles for capability. Capability comes from fundamentals, process, and practice. Learn the basics. Master them. Then, and only then, let the tools amplify your skill.

On we go.

Key takeaway
New technology or expensive equipment does not equal capability. Fundamentals, process, and training are what make the difference, and without them, tools are just wasted potential.

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

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What Is PERT In Construction Management?

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What is PERT in Construction Management?

You’ve probably heard the term PERT before, and in this blog, I’m going to explain it to you in simple terms. But first, a quick warning: PERT isn’t much different from CPM (Critical Path Method). What you’ll get here is an honest view not a sugar-coated one. If you want the truth, stay with me.

What Does PERT Stand For?

PERT stands for Program Evaluation and Review Technique. It was developed in the 1950s by the U.S. Navy to manage large, complex projects specifically the Polaris program. At first glance, it doesn’t look very different from CPM.

In CPM, you:

  • Identify your list of activities.
  • Assign fixed durations.
  • Apply logic ties (finish-to-start, start-to-start, etc.).
  • Run a forward and backward pass to determine the critical path.

PERT follows a similar process but adds a layer of probability to task durations.

How PERT Works

Unlike CPM, which uses fixed durations, PERT uses three estimates for each activity:

  • Optimistic.
  • Most likely.
  • Pessimistic.

These estimates allow you to analyze risk and likelihood of completion. Once these are established, you still perform forward and backward passes, identify the critical path, and attempt to manage the project accordingly.

In essence, if we distill it down, PERT is just CPM with a Monte Carlo-style risk analysis overlay.

The Problems With PERT

Despite its theoretical appeal, PERT carries many of the same issues as CPM:

  • Still focused on time by deliverable.
  • Still creates complicated precedence diagrams.
  • Still difficult to view and understand.
  • Still increases work in progress beyond capacity.
  • Still limits the effective use of buffers and float.
  • Still pushes and panics people instead of fostering collaboration.
  • Still command-and-control oriented.
  • Still overly focused on one single critical path.
  • Still created by one person and therefore highly inaccurate.

In short, PERT (like CPM) is a flawed system that often causes more harm than good in construction management.

A Better Alternative

Instead of relying on outdated, overly complex methods like CPM and PERT, Takt planning offers a more collaborative, visual, and effective approach to managing construction projects.

Final Thoughts

So, what is PERT in construction management? At its core, it’s CPM with risk modeling. But the truth is, both methods are among the worst things to happen to the construction industry causing inefficiencies and ineffective project outcomes.

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

 

 

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Can You Get A Construction Management Degree Online?

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Can You Get a Construction Management Degree Online?

Can you get a construction management degree online? In this blog, I’m going to answer that question and address some of the concerns people have raised since we first covered this topic.

If you’ve been wondering whether an online degree in construction management is worth it, stay with us.

Construction Management Degrees: Online vs. In-Person

Yes, you can get a construction management degree online, many programs now offer it, especially after COVID pushed universities toward flexible learning options.

But here’s the key point: recruiters don’t just look at where you studied, they prioritize real field experience.

Whether you attend classes in-person or online, what matters is:

  • Do you have work ethic?
  • Are you a cultural fit?
  • Do you have the potential to problem-solve like a “honey badger”?
  • What are your vibes like?

That’s what will truly determine whether you get hired.

Is an Online Degree Worth It?

The answer: only if it helps you get in.

Don’t just assume it will. Instead, contact at least 10 recruiters in your region and ask them directly:

  • What schools do you hire from?
  • Would you accept an online degree?

If the answer is yes, it’s worth it. If not, then no because a degree without opportunity isn’t valuable.

Can You Work Full-Time and Study Online?

Yes. I personally worked as an assistant superintendent while completing a full course load online, all while raising six kids. It wasn’t easy, but it’s possible if you’re committed.

What Programs Should You Look For?

The best programs are those that:

  1. Recruiters in your region recognize.
  2. Offer solid learning platforms and resources.

Community colleges are often an excellent choice. For example, I studied through Rio Salado College in Arizona, the platform was easy to use, the instruction was excellent, and the experience was phenomenal.

Building Leadership Skills Along the Way

Getting a degree is only part of the journey. To build leadership skills:

  • Read impactful books like How to Win Friends and Influence People.
  • Find a mentor who can guide you.
  • Get as much real-world experience as possible.

This combination will develop your leadership ability far more than coursework alone.

Should You Wait Until Graduation to Apply?

Never. Apply before you even start your degree. Get in as a laborer, carpenter, or admin. Submit applications, volunteer, do internships, help with community projects like Habitat for Humanity.

The truth is: if you can land a full-time role in construction before finishing your degree, the degree has already done its job, it got you in.

No one in construction has ever said they needed the piece of paper once they were already working.

Final Thoughts

Degrees whether online or in-person are just tickets to enter the industry. What matters most is your determination, professionalism, and willingness to learn.

So don’t wait. Start applying now, keep growing, and use education as a tool, not a barrier.

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

 

 

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Takt Planning Book – Chapter 8

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The Hidden Strength of Every Construction Schedule

In construction scheduling, one principle stands tall, no schedule should ever be made without buffers. Buffers are the shock absorbers of your project they absorb delays, protect flow, and give teams the breathing room they need to succeed.

Let’s explore how buffers work, the different types, and how to use them effectively.

Key Definitions

Before diving into buffers, here are a few terms that help set the stage:

  • Takt Calculator: A spreadsheet tool that calculates ideal zoning strategies using takt wagons, zones, and time. It helps project teams set the right flow for their work.
  • Zoning Strategy: The number of zones chosen in a phase to ensure a promise speed, target speed, and backup speed for the “train of trades.”
  • Realized Flow Potential: A measure of current flow compared to the fastest flow possible.
  • Swing Capacity: The ability to move labor to or from a backlog to keep crews busy or help recover a delayed train.

All of these concepts tie directly into how buffers are planned and used.

Why Buffers Matter

Buffers protect every layer of your project. They should exist in wagons, sequences, trains, zones, phases, and the project itself. They should also extend into capacity, materials, and labor. Without them, schedules crumble under the weight of unexpected risks.

Simply put buffers are what keep projects on time.

Types of Buffers

  1. Calculated End Buffer
    • Placed at the end of the plan.
    • Holds 50–75% of all buffers for the project or phase.
    • Absorbs risks without pushing final completion dates.
  2. Takt Time Buffer
    • Stops the entire train temporarily.
    • Used for holidays, weather days, or project closures.
  3. Takt Wagon Buffer
    • Small buffers within wagons.
    • Should make up 5–20% of the sequence duration.
    • Prevents trades from being rushed while avoiding idle time.
  4. Sequence Buffer
    • Empty wagons or general buffers added within a sequence.
    • Helps the first half of a phase stay on track.
  5. Procurement Buffer
    • Protects material delivery schedules.
    • Prevents supply chain delays from derailing the sequence.
    • Critical for aligning procurement with project flow.

How to Place Buffers Effectively

Placing buffers correctly starts with risk analysis:

  1. Isolate the phase you want to analyze.
  2. Identify risks likely to occur.
  3. Estimate the days needed for each risk.
  4. Use the largest risk number as your buffer baseline.
  5. Add holiday, wagon, and procurement buffers separately.

Keep in mind:

  • Use realistic risks (supply chain issues, labor, weather).
  • Avoid unrealistic ones (solar flares, nuclear war).
  • Keep 50–75% of your buffer at the end, with 25–50% spread within the phase.

Buffers in Action

When delays happen, buffers give you options:

  • Cascade delays into existing buffers.
  • Adjust sequences.
  • Rezone or add prepared crews.
  • Bring labor from workable backlog.

These strategies only work if the buffers were planned in the right places from the start.

The Power of Takt Planning with Buffers

Takt plans naturally provide better duration estimates because they account for flow. Compared to CPM schedules which often undercut durations takt planning with buffers makes on-time completion far more likely.

When formatted properly, a takt plan tells the full project story in a single view, empowering teams to make critical decisions with clarity and confidence.

Key Takeaway

Buffers are not wasted time they’re insurance. They absorb delays, stabilize flow, and ensure that your project team can finish on time without chaos. The right buffer strategy, combined with takt planning, gives construction teams the confidence and flexibility to deliver consistent results.

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Takt Planning Book – Chapter 10

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Independent Activities in Takt Planning

When it comes to Takt planning, two big questions usually come up:

  1. What do we do when a project isn’t rhythmic?
  2. How do we handle one offs or independent activities?

The first challenge non rhythmic projects is handled by zone density. Once you understand that concept, you can apply Takt to any type of project, no matter how random it seems.

The second challenge independent activities is just as common. Every Takt plan will have areas or tasks that are one-offs. And that’s perfectly normal. The key is to simply show them in the plan and connect them to the overall flow of work.

What Independent Activities Look Like

Independent activities follow the same format as other Takt elements, just in different proportions of trades and zones. Here’s how they visually break down:

  • Multiple trades, multiple zones: a standard Takt plan.
  • One trade, multiple zones: looks like a diagonal, cascading Gantt chart.
  • Multiple trades, one zone: a single horizontal sequence (the traditional construction look).
  • One trade, one zone: a single independent activity.

No matter the scenario, it still fits into the Takt format. And that’s the beauty of it you can keep everything color coded, avoid trade stacking and burdening, and easily analyze the full plan.

Why They Matter

Independent activities aren’t exceptions to hide from the system they’re part of the system. When incorporated properly, they help you:

  • Maintain clarity in the schedule.
  • Prevent misaligned crews or stacked trades.
  • Ensure the entire flow of work is accounted for.

In fact, independent activities may even form part of the Path of Critical Flow a topic we’ll explore in more depth next.

Key Takeaway

Independent activities are not outliers they are essential components of a well-structured Takt plan. By formatting and linking them correctly, you strengthen the overall flow of the project and set your team up for predictable 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

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Takt Planning Book – Chapter 9

Read 2 min

Interconnections in Takt Planning

In the Takt production system, there are interconnections between trains, phases, zones, and independent activities. These links must be positioned properly to ensure the best overall project duration by tying all the moving parts together.

These interconnections form what is known as the critical flow path in critical chain. I like to call them interdependence ties a term I coined to describe these vital connections.

You’ll list these ties directly on your project plan. They serve to communicate:

  • Dependencies between activities or phases
  • Links within the path of critical flow
  • Critical handoffs that keep the work moving

On a typical macro-level Takt plan, you’ll find between 10 and 30 interdependence ties. At a more detailed (norm) level, there may be even more. The key is ensuring the links you create communicate true critical ties so the project team can track and monitor those interactions.

Some wonder if Takt plans carry the same level of logic as a CPM schedule. In reality, Takt plans have more logic:

  1. The logic of sequence
  2. The logic of trade flow
  3. The logic of interdependence ties

This multi-layered logic makes Takt planning a more reliable and connected system for managing construction projects.

Key Takeaway

Interconnections what I call interdependence ties are the glue that holds your Takt plan together. By clearly defining and tracking these ties, you ensure every phase, trade, and handoff flows seamlessly, giving your project both structure and predictability.

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

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A Crucial Mistake in the Flow of Your Deliverables

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In this blog, I want to talk about a critical mistake in the flow of the Last Planner System that you cannot afford to make if you want your projects to succeed. This is something you likely have not heard before, so stay with me.

I recently received some feedback from one of our Foreman Bootcamp participants. They gave us what we call a secondary Ric Flair. For those who do not know, that is two claps followed by a big “whoo.” The message said they were impressed with the presentation, found it exciting, and wished us all the best moving forward. That type of encouragement is always amazing to hear.

Now let’s get into the heart of this topic. When we implement with clients, we ask a simple but powerful question. Is the project team using the weekly work plan to build, or are they relying on something else? If the answer is that they are still using CPM, the project will fail.

There are some non-negotiables when it comes to implementing the Last Planner System. We must have proper work package planning. We must host accurate pull plans. We must conduct look ahead planning with a six-week make ready approach. We need quality preconstruction meetings. We must track procurement with effective logs and material buffers. We must run strong trade partner weekly tacticals. We need afternoon huddles that remove roadblocks and morning huddles that align everyone. We must implement zone control and IDS, identify, discuss, and solve problems visually. Without these, the system collapses.

The real problem shows up when teams attempt to combine CPM with Last Planner in the wrong way. Here is what happens. They keep a master CPM schedule. They pull plans to milestones, but do not update the CPM with real inputs. Then they send filtered CPM reports to trade partners and ask for weekly work plans. The scheduling team takes these submissions and feeds them back into CPM.

This breaks everything. Trades cannot see what is happening. Weekly work planning becomes disconnected. Flow is lost. Alignment vanishes. And the original pull plan is rendered useless. At this point, the Last Planner System is just for show while CPM continues to dominate.

The right way is simple. You begin with a macro or normal level tact plan. From there, you create pull plans to milestones, which then update the tact plan. You build your six-week make ready plan directly from tact. You develop weekly work plans directly from tact. And the day plan comes directly from the weekly work plan.

If CPM must exist, it should only serve as secondary or passive information. It can be updated with status after the fact, but it must never drive the project. Builder schedules must always come from tact and Last Planner, not CPM.

When companies mix CPM and Last Planner incorrectly, they waste time, create confusion, and destroy flow. It becomes an empty exercise to keep certain stakeholders happy while real productivity suffers. We must reject this. Teams need clarity, visibility, and alignment. That only comes when the weekly work plan flows naturally from tact through the pull plan and into daily operations.

This is not negotiable. Doing it the wrong way will leave you stuck in the same broken system, no matter how hard you work. Doing it the right way will finally allow Last Planner to do what it was designed to do, which is create flow, collaboration, and predictable results.

I hope you enjoyed this blog. On we go, elevating the entire construction experience for workers, leaders, and companies coast to coast.

Key Takeaway

If the weekly work plan does not flow from tact and the pull plan, the Last Planner System fails. Success comes only when we stop letting CPM drive and start building from tact.

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

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I’m Asking You to Speak up

Read 4 min

Welcome everybody. I hope you are doing well. This is a short blog but it is super important.

First, I want to share some feedback from a listener. They said they have been diving deep into learning since attending the PM bootcamp by reading books, watching videos, and teaching Last Planner System to site managers. They also sent team members to the Super PM bootcamp and came back energized. Together they created a strong team with a focus on lean practices.

They asked if I would consider being a mentor. The answer is yes. If I am qualified in their eyes, all they need to do is get scheduled with Daniela. We can even record a blog conversation that shares lessons without mentioning their name or company.

They also asked for help with TACT planning. They completed the certification but struggled with formatting the Excel sheet for work density. My response is that we can absolutely support through one-on-one coaching or by joining our Discord community where help is often free if we have capacity. To connect, reach out to DanielaJ at ElevateConstructionIST.com.

The feedback also shared how valuable the books have been. They adopted the advice to read a book a week and finished more than 45 books in 16 months. That represents a huge season of growth.

Now let’s shift into the main point of this blog. Recently I was reading Invisible Women and was struck by the harsh realities women face around the world. Inequality, harassment, setbacks, and crime are unfortunately still widespread. I came across a post that said we must raise our voices now before our daughters wonder why they no longer have one. That message hit hard.

If society fails to resolve inequality and elevate women, artificial intelligence and technology will inherit these biases and amplify them. We must act before it is too late. Too often people dismiss injustice until it escalates into something far worse. We can already see examples where women lost basic freedoms almost overnight.

This blog is not political. It is about humanity and respect. When legislators cannot agree and women are left suffering under impossible circumstances, we must recognize that solutions have failed. Respect and balance are essential. We need real compromise that prevents harm to both mothers and children.

The same principle applies in construction. Harm is harm, no matter the source. When contracts and outdated systems force people into unsafe work conditions, fatigue, and even suicide, it is unacceptable. If you see something that is wrong on a project, you must say something. Silence is dangerous.

We should no longer tolerate abusive contracts, disrespectful leaders, or unsafe practices. Owners will stop harmful behaviors when contractors refuse to participate. General contractors will stop mistreating trade partners when everyone on the team demands respect. The industry will only change when people collectively speak up.

The Harvey Weinstein scandal showed the cost of silence. Abuse thrived because people stayed quiet, ignored warning signs, or prioritized careers over integrity. In construction, financial abuse, coercion, and intimidation happen every day. Turning a blind eye only perpetuates the problem.

We cannot allow ourselves to become the people who knew but did nothing. Whether in Hollywood or on a jobsite, abuse is abuse. The only path forward is to speak up, protect others, and demand better.

I am asking you directly. Please say something. When you see injustice, disrespect, or unsafe practices, do not let them slide. This industry needs voices that refuse to stay silent.

On we go.

Key Takeaway

I cannot be the only one speaking up. If I see injustice or abuse in construction or in society, I must raise my voice because silence only fuels harm.

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

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