September 2025 - Page 6 of 11 - Elevate Constructionist

Takt Planning Book – Chapter 3

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 8 min

Breaking Projects Into Manageable Parts

Phases are one of the most important building blocks when organizing a construction project. They create clarity, structure, and flow helping teams manage complexity without getting buried in chaos.

At the simplest level, a phase is a grouping of zones. You may have multiple trains of trades moving through those zones, but the flow of work through those locations is the common factor. Each phase has:

A start milestone
A sequence
A pace-setting line of balance
A buffer
A finish milestone

Phasing is the first step in breaking a project into manageable pieces. Once you’ve identified your milestones, the next step is to define the phases.

How to Identify Phases

Start with the drawings and look for natural divisions of work. For example, a building might break into phases like:

Site work
Foundations
Structure
Interiors
Roof

Ask yourself: Does this phase contain consistent zones within it? For example, if the exterior has zones one through sixteen, those zones are unique to the exterior. They wouldn’t be used for interiors, structure, or site work. That makes it a phase.

Typical phases include design, buyout, procurement, site preparation, mobilization, demolition, foundations, superstructure, exterior, interior, site work, testing, and commissioning. Each phase should represent a path that a train of trades can flow through.

Scaling Phases for Any Project Size

Projects can be broken down into campus programs, projects, phases, areas, zones, and even micro-zones. Most normal-sized projects only need phases, areas, and zones, but the system can scale up or down depending on the size and complexity.

For example, on data centers, colos may represent phases or in some cases, zones depending on how you’ve broken down the overall project. The important part is flexibility, your structure must scale effectively without losing flow.

Why Phases Matter

Phases are critical because they link directly to planning and execution. You:

Pull plan three months before a phase starts
Begin pre-construction meetings three weeks before the first wagon of that phase
Align procurement and buffers to the wagons within the phase
Define sequence, line of balance, and ties to other phases to create the path of critical flow

Within each phase, you conduct look-ahead planning and weekly work planning. This creates a rhythm for the project and prevents chaos.

Functional Areas on Mega Projects

On large projects, one common pitfall is trying to run everything as if it were a single functional area. If you hold one massive team meeting, one procurement meeting, one trade partner meeting, and one set of foreman huddles, meetings will either become ineffective or overwhelming.

Instead, mega projects must be divided into functional areas each with its own PM, superintendent, field engineer, and dedicated foremen. These areas run their own meetings, visuals, and deliverables while still tying into the overall flow.

Yes, this means more meetings on large projects but not with the same people in every one. Each area gets the right level of attention and leadership. A billion-dollar project is really just a combination of smaller $100–250 million projects. Without this structure, you scale chaos instead of flow.

Final Thought

Phases are the backbone of successful construction planning. They give your team clarity, allow projects to scale, and ensure flow across trades and work areas. Without them, projects risk inefficiency, miscommunication, and chaos.

Key Takeaway

Phases are the foundation of flow in construction. By breaking projects into clear, scalable parts and aligning them with planning milestones, leaders can prevent chaos, create clarity, and deliver remarkable results even on mega projects.

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

Takt Planning Book – Chapter 4

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 6 min

The Key to Unlocking Flow in Construction

Breaking projects into phases is powerful but the real speed, flow, and predictability come from how we define zones within those phases.

A zone is not just a space it’s a carefully structured segment of a project that allows the train of trades to flow smoothly. The number and type of zones you choose will directly determine how fast your project moves.

What Are Zones?

Zones are the breakdown of a phase by location. Generally, the smaller the zones, the faster the train of trades moves. But it’s not about equal square footage it’s about work density.

For example, one area might be 15,000 square feet while another is 7,000, yet both could represent balanced zones if the level of effort is similar. This ensures trades flow evenly without bottlenecks.

How to Define Zones

Study the drawings: Identify constraints like stair cores, chases, hoist locations, and access points.
Do a work density analysis: Break the floor into grids, score each block from 1–10, and calculate where effort is highest.
Level by density, not area: Zones should feel balanced in effort, even if the square footage doesn’t match.
Test with Takt planning: Use tools like Kevin’s Takt calculator to test zone strategies against wagons and takt time.

Macro vs Norm Level Planning

Macro level takt plan: Early, conservative, usually 5-day takt time with larger zones. It sets your promise the responsible project duration used for contracts and planning.
Norm level takt plan: Detailed production plan created with trade partners. It optimizes zone count and takt time for speed and buffers. This is your target what you actually build to.

For example, a team might start with 5 zones at the macro level but, after density analysis and collaboration, shift to 11 zones at the norm level. This adjustment reduces overall duration, levels workload, and gives trades the flexibility they need.

Zone Types to Consider

Horizontal zones: Standard floor-by-floor or area-by-area breakdown.
Vertical zones: Cores, elevators, stairs.
Workable backlog: Ready to go areas not on the critical flow path that can absorb extra labor or shifts when needed.

Why This Matters

Without smart zoning, takt planning fails. With it, you can takt any project large or small, repetitive or not. The difference is whether you’re leveling by area (inefficient) or by work density (efficient).

Key Takeaway

Zones are the foundation of flow. When leveled by work density not square footage they unlock speed, predictability, and flexibility in construction. Master zones, and you can takt-plan any project with confidence.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 5

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 8 min

Understanding Takt Time in Construction

In this blog, we’re diving into Takt Time as explained in Chapter 5 of the book on Takt production systems. Takt Time is one of the most powerful tools we have for bringing flow, predictability, and balance to construction projects.

Key Definitions

Before we get into the details of Takt Time, let’s define some important terms:

Takt Plan: A construction plan in a time by location format showing the flow of trades across the project.
Takt Planning: The process of creating that plan at the macro (big picture) or norm (detailed) level.
Takt Steering: Controlling the train of trades by steering around project constraints.
Takt Control: Clearing the path for trades and ensuring performance is governed properly.
Work Packages & Wagons: Scopes of work bundled into Takt wagons, which move through zones as part of the trade flow.
Constraints & Roadblocks: Conditions or obstacles that restrict trade performance.
Buffers: Built-in time to absorb delays and maintain flow.

These concepts along with others like flow units, bottlenecks, line of balance, and last planner provide the foundation for understanding how Takt Time functions in construction.

What is Takt Time?

In lean manufacturing, Takt Time is the pace at which products or services must be completed to meet customer demand while balancing workflow.

In construction, it’s the pace at which trades move through zones to achieve the project’s end date. It also represents the rhythm of finishing spaces for turnover to the owner.

You can have multiple Takt Times in a project:

Interiors may run on a three day Takt Time.
Exteriors might run on a five day Takt Time.
Phases can have multiple trains of trades moving at different speeds.

The key is that zone boundaries and Takt Time together define the process and this is what gives us visibility into trade flow and workflow.

Why Takt Time Matters

Takt Time enables teams to:

Establish intermediate deadlines by zone.
Balance trade efficiency (supply of installed work) with work efficiency (market demand).
Avoid inefficiencies like stacking trades, variation in pace, or downward productivity spirals.
Optimize zones using the formula:
Takt Wagons + Zones – 1 × Takt Time = Duration.

A strong analogy here is the airline business. Both planes and passengers are important but passengers aren’t going anywhere if the plane isn’t moving. In construction, trade flow (the plane) must be steady for the work (the passengers) to move smoothly.

Macro vs. Norm Level Takt Plans

Macro-Level Plans: Usually start with a five day Takt Time. These are quick, visual, and allow teams to align around a strategy.
Norm-Level Plans: Rarely stick with a five day Takt Time. Instead, trades adjust zone sizes and Takt Times for more precise flow.

Important rules to follow:

Never lock Takt Time to weekends. Delays should be absorbed by adjusting days, not pushing work into weekends.
Never assume one for one trade to wagon alignment. Work packages can be split or combined to achieve flow.

Multi-Train Takt Plans

Contrary to a common misconception, you don’t have to force all trades into the same Takt Time. Multi-train Takt plans allow trades to move at different speeds, as long as the overall plan avoids inefficiency gaps.

When creating these plans:

Start with the fewest number of trains possible.
Magnetize adjacent activities to those trains.
Optimize the largest train first.
Keep trains close and resolve intersections proactively.

Final Thoughts

Takt Time is not just about rhythm it’s about trade flow, balance, and optimization. Start simple with macro level planning, then refine at the norm level by adjusting zone sizes and Takt Times.

As our industry advances, we’ll continue pushing toward one day or even hourly Takt Times, but the fundamentals remain the same:

Pick your speed.
Stagger starts and finishes correctly.
Use Takt Time to guide trade flow and zone completion.

Key Takeaway

Takt Time is the heartbeat of construction flow. By balancing trade efficiency and work efficiency, and by tailoring Takt Times to phases and trains, project teams can achieve predictable progress, eliminate inefficiencies, and deliver projects with greater reliability and speed.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 7

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Production Laws in Construction

It’s vital to understand that you are engineering the production system that will build your project. You develop the system, create the capacity for the trades, and then govern the system all while utilizing production laws.

Think of it like a train: the speed of the train (or rate of work) depends on how many zones are leveled and how clear the path is. We’ve adapted proven production laws from manufacturing into construction practices to ensure the most efficient and effective outcomes. With the Takt Production System and Last Planner, you can see the train and the work ahead clearly using these laws.

Little’s Law

Little’s Law can be translated into construction with three key rules:

Projects move faster when zone sizes are smaller.
Projects move faster when work is leveled.
Projects move faster when you finish as you go.

These rules are mathematically fixed ignoring them will cause problems like stacked work, misaligned zones, or non-rhythmic finishes.

The Law of Effective Variation

The more variation your project experiences, the longer it will take. Takt helps counteract this by creating rhythm and consistency.

Construction managers and superintendents often create variation when they:

Randomly change plans
React poorly to delays
Schedule without rhythm
Move start dates without discipline
Fail to prepare trades properly
Panic and throw more labor/materials at problems

The key is stability and discipline.

The Law of Bottlenecks

Every project will always have at least one limiting factor. Once you solve it, another will appear.

In construction, bottlenecks show up in trades or zones. Takt makes them visible quickly but you must fix them by leveling work and zones, not by throwing more labor or materials at the problem.

Kingman’s Formula

Work must be packaged not just by activity duration, but also with allowances for variation and crew productivity.

For example: if your takt time is four days, you shouldn’t schedule a full four-day activity. Instead, plan for three or three and a half days, leaving space for variation.

Brooks’s Law (and Lucy’s Law)

Adding excess labor late in the project doesn’t accelerate progress it often slows it down.

Trade stacking: too many trades in one area
Trade burdening: one trade stretched across too many areas

Both lead to chaos. More people increase complexity, reduce communication effectiveness, and require onboarding that delays productivity. Add overtime and fatigue, and you end up with rework, blown budgets, and missed schedules.

Like Lucy and Ethel on the chocolate assembly line, speeding things up by stacking more people doesn’t make it better it just creates a mess.

Supporting Lean Principles

Takt works because it’s grounded in lean concepts, including:

Respect for people: clean bathrooms, safe environments, and proper worker conditions.
Stability (5S): clean, safe, and organized sites.
One process flow: trades complete work in zones one at a time, correctly.
Flow together: trades move at the same speed, with rhythm.
See together: visual plans (like E3) make problems visible and solvable.
Continuous improvement: use visibility to adapt, improve, and recover.

The Bottom Line

To obey production laws and build projects that flow, ensure:

The right number of zones
Leveled zones
Leveled takt wagons
The right takt time
Proportional resources
A clear path ahead

This is how lean construction works.

Key Takeaway

Production laws aren’t optional they are fixed realities. Projects succeed when leaders respect these laws, reduce variation, fix bottlenecks properly, and build rhythm with lean practices like Takt. Ignore them, and your project descends into chaos.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Takt Planning Book – Chapter 6

Posted on September 8, 2025September 8, 2025 by Danny Jiménez⁩

Read 7 min

Trains and Trade Flow in Construction

In this blog, we’re diving into the concept of Trains and Trade Flow within the Takt Production System. This framework helps construction projects achieve flow, predictability, and balance by organizing crews and work packages into coordinated systems just like a train.

Why Trains Matter

Workers, crews, and work packages can only flow when they are organized to:

Move in the same direction.
Follow the same sequence.
Carry roughly the same amount of work in each Takt wagon.
Travel at the same speed and distance apart.

Organizing trades as a train is crucial to flow. In manufacturing, cars flow down a production line at the rhythm of Takt time. Construction is similar only in reverse. Instead of products flowing through fixed stations, trades flow through zones.

Takt First, Pull Second

Pull planning is valuable, but it is secondary to Takt time.

Pull ensures work is only released when needed, reducing waste.
Takt provides the rhythm and target for the supply chain.

Without Takt as the driver, supply chains with long durations would fail to deliver resources on time. Lean construction works on Takt first, pull second.

Flow in Construction

In manufacturing, the car is the value-receiving flow unit. In construction, the trades are the flow unit. The key is to get trades moving like cars on a line through phases, at a steady pace, and spaced apart correctly.

Every project has:

Phases: broken down into zones.
Zones: forming the “tracks” of the train.
Trades: forming the train cars (Takt wagons).

When zones are leveled and trades are organized into wagons, projects achieve true flow.

Building the Train

Trades don’t naturally move at the same speed. Some activities are faster, others slower. This is where work packaging comes in. To create flow, you can:

Combine activities into one wagon.
Split activities into multiple wagons.
Adjust crew size or resources to speed up or slow down work.

Each wagon must fit within the limits of Takt time and zone size. Buffers of 5%–20% are recommended too much buffer wastes time, too little causes chaos.

When packaged correctly, the Takt plan visually represents wagons moving through zones across time.

Macro vs Norm Level Planning

At the macro level, you estimate durations using builder experience, trade input, and historical data. At the norm level, you refine through pull planning with last planners (foremen). This collaborative process ensures accuracy, improves problem solving, and secures team buy in.

Multi Train Takt Plans

Not all projects work with a single train. Many phases require multiple trains of trades moving at different Takt times. The keys to managing multiple trains are:

Use the fewest trains possible.
Magnetize adjacent activities to the largest train.
Keep trains close together.
Map intersections and resolve conflicts early.

This flexibility allows construction teams to optimize flow while controlling work in progress (WIP) and maintaining productivity.

Putting It Into Practice

To package trades into flow

Build sequences with balanced work and trade flow.
Ensure buffers are included.
Enter the sequence into a Takt template and format it for clarity.

And remember “a project can only move as fast as its slowest trade, wagon, or package”.

Key Takeaway

Construction projects achieve predictable flow when trades are packaged into trains and Takt wagons, moving together through zones at a steady pace. By focusing on Takt first, pull second, and flexibly managing multiple trains, teams can eliminate chaos, optimize resources, and deliver projects faster and more reliably.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Technology as a Recruiting Tool

Posted on September 6, 2025September 6, 2025 by Danny Jiménez⁩

Read 6 min

Today, I had the privilege of sitting down with Kelly Choi, a marketing executive in the construction tech world, to explore how technology is changing not only how we build but also how we recruit and retain talent.

Before we dove in, I shared a piece of feedback from a listener that really set the tone. Someone wrote to say how much the content has inspired them, how it has brought clarity and encouragement to their career, and how they look forward to what comes next. Messages like that remind me why these conversations matter.

Then it was Kelly’s turn. She introduced herself and painted a picture of her world: a construction industry in the middle of transformation. She has spent years watching teams struggle with pen-and-paper systems, losing notes, duplicating efforts, and wasting precious time. Now she’s helping those same teams shift to digital platforms that streamline communication, speed up decisions, and give them a competitive edge.

What really struck me was Kelly’s perspective on technology and hiring. I’ve always thought culture, training programs, and brand reputation were the main tools to attract people. But Kelly explained that younger generations, raised on iPhones and iPads, naturally gravitate toward workplaces that mirror the tools they already use. If two jobs offer the same pay, they’ll pick the one that makes life easier with digital systems. That insight was eye-opening.

She also pointed out that while companies often promote salary and benefits, they rarely highlight their technology stack during recruitment. Yet, this could be the very thing that convinces a candidate that a team is organized, efficient, and future-ready. I realized that simply telling recruits, “Here’s how we use technology to make your job better,” can be just as powerful as offering perks.

The conversation then shifted to her team. Kelly lit up as she described the mix of people she works with, some in their seventies, others in their twenties, all collaborating with respect and open minds. She explained that this diversity of thought creates better outcomes, and technology helps bridge generational differences. Listening to her describe the respect her team shares reminded me of my own experiences with mature, high-performing groups where judgment fades away, and authenticity thrives.

As we wrapped up, I asked Kelly what message she would leave with thousands of readers. Her answer was simple yet powerful: evaluate your technology and keep it simple. The easier the tools, the more effective the execution. Complexity only gets in the way.

We ended with our tradition, a reminder that no matter what, we keep moving forward. On we go.

Key Takeaway:
Technology in construction is not only about efficiency, it also helps attract and retain top talent. By keeping systems simple and showcasing a strong tech stack, we make our companies places people want to work.

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

Your Own Individual or Family CFO

Posted on September 6, 2025September 6, 2025 by Danny Jiménez⁩

Read 7 min

Today I had the pleasure of sitting down with Candace and Jason Shepherd to talk about financial literacy and what it looks like to have a personal, family, or individual CFO.

Before we got into the conversation, I shared some feedback from a reader who had been using our videos for lean watch parties. They explained how it sparked valuable discussions with their teams and how much they appreciated the content. Feedback like that always encourages me and reminds me why these blogs matter.

I asked the Shepherds to share their backgrounds, and their journeys really inspired me. Jason spent years in the trades, moving from HVAC to commercial concrete and eventually into leadership roles where he embraced technology and worked hard to support his teams. Candace worked in real estate, banking, and mortgage before the two of them launched their own construction business. Together they discovered a passion project that gave them energy and purpose, helping people take control of their finances.

What stood out to me was how excited they are about serving others. Candace shared that one of her greatest joys was retiring Jason from construction so they could build something meaningful together and travel with their family. Listening to them, I could feel their alignment and their passion for what they do.

Their company, Awaken Financial Wellness, is built on a unique model. Instead of quick fixes or cookie cutter solutions, they walk families through six pillars of wealth. They help people adjust cash flow, build emergency funds, manage debt, protect their families, grow assets, and preserve estates. Each plan is personalized. I was amazed to hear how small adjustments could save families years of stress and thousands of dollars. Even better, they do not charge clients directly. The companies they partner with cover the costs because they see the value of having financially educated families.

This feels so different from the typical broker or advisor experience. Instead of selling a one time product, Jason and Candace act more like personal CFOs. They give ongoing education, accountability, and guidance, and they help people change the way they think about money. Jason shared stories of families who were able to turn decades of debt into just a few short years of freedom. Hearing the outcomes made me realize how life changing this work really is.

As we wrapped up, Candace emphasized that mindset is just as important as math. She encouraged people to let go of old financial beliefs, to stop feeling ashamed, and to realize that they are not alone. Jason reminded us that money struggles are often the root of family stress and conflict, but with the right help, people can find peace, security, and even create a lasting legacy.

I walked away from this conversation encouraged and inspired. Finances are not just about numbers. They are about peace, freedom, and the way we think about the future.

Key Takeaway:
Finances are more about mindset than math. With the right support, families can relieve stress, build security, and use money as a tool for freedom and legacy.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Circle in the Huddles

Posted on September 6, 2025September 6, 2025 by Danny Jiménez⁩

Read 7 min

I have a quick one here and the topic is circle the huddle so people focus.

I hope you’re doing well and staying safe out there. I’ve got some exciting progress updates. The Takt book second revision is going out on Friday, which I’m stoked about. The Elevating Construction Skills course is almost done too, all the videos are recorded, and only a handful of graphics remain. Effie, my daughter, is already formatting the pages. We’re also wrapping up the First Planner System book graphics by Monday, and both the Takt book and Elevating Construction Foreman will soon be available in Spanish.

We’ve been flooding this industry with content: nearly 20,000 YouTube subscribers, 233 videos, over a thousand blogs and podcasts, and hundreds of tools and guides. The feedback I hear makes it worth it. One project engineer wrote to say how much the content inspired him and asked for more resources for engineers stepping into assistant PM and PM roles. That is already in the works, and we have filmed material specifically to help project engineers take that next step.

Now onto today’s thought. One of the most important things you can do on a project is the morning worker huddle. The data proves it. It is the number one driver of operational excellence. Whether your project is worth billions or thousands, the huddle works. For five to ten minutes, you gather workers as they come in, shout them out, cover safety and planning, share quick training, and make sure everyone is on the same page. It creates one social group and sets the tone for the day.

But here is the challenge. Sometimes people hang back, chat with friends, or mess around instead of paying attention. That kills the effectiveness of the huddle. My advice is simple: circle the huddle. The GC team should spread around the back and politely move people forward, ask them to quiet down, and tighten the group. It may take a couple of days, but soon the culture shifts. Everyone becomes respectful, focused, and engaged.

I have had to call people out before. Once, a trainer was distracting a group of 200 during a huddle. It was frustrating, but letting toxic behavior slide would have been worse. I told him directly that his behavior was disrespectful to me and the group. He was upset, but the distraction stopped. The truth is, if one person is on their phone or refusing to pay attention, it affects everyone. That is why the team has to protect the huddle.

The key is to do it in the right way. Most of the time, people respond well when you ask respectfully. Something as simple as “Hey, would you mind helping me out?” or “Can you come forward a little bit?” is enough. If someone resists, you may need to be firmer, but always aim to resolve it positively. I have found that with consistency and kindness, the group comes back together and the culture improves.

The bottom line is that the huddle only works if everyone takes it seriously. You have to make sure there are no distractions, that people are engaged, and that respect is maintained. When you circle the huddle and hold the standard, the payoff is huge.

On we go.

Key Takeaway:
The morning worker huddle only works if everyone takes it seriously. Circle the huddle, remove distractions, and set a tone of focus and respect so the whole team benefits.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Meetings Are NOT Sacred Cows

Posted on September 6, 2025September 6, 2025 by Danny Jiménez⁩

Read 9 min

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:

Discover Jason’s Expertise:

On we go

There Is No Substitute for Fundamentals

Posted on September 6, 2025September 6, 2025 by Danny Jiménez⁩

Read 9 min

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.

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