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Month: September 2025

Developing Company Standards, Feat. Jesse Powell

Posted on by Jason Schroeder
Read 4 min

Developing Standards, Forms, and Processes in Construction

In today’s blog, we’re diving into an important topic that many construction leaders wrestle with: how to develop effective standards, forms, and processes that drive lean success. I was joined by Jesse Powell, a superintendent with nearly two decades of experience in the trades, who is now helping his company strengthen its lean journey.

From Carpenter to Superintendent

Jesse began his career as a carpenter and worked his way through apprentice, journeyman, and foreman roles. When a GC asked him to consider becoming a superintendent, he made the leap. Today, he works on projects ranging from $20M to $200M, and he’s preparing for the next step toward general superintendent.

What makes Jesse’s story powerful is how grounded he remains in the field experience that shaped him. He knows what it takes to build, and that perspective keeps his approach practical and people-focused.

Why Standards and Processes Matter

Jesse reached out with a simple but profound question: What should be on a company’s list of processes, procedures, and forms as part of its lean journey?

His company has multiple offices, each developing its own content. Instead of duplicating effort, Jesse took the initiative to gather input across regions and start building a shared foundation. His mindset is clear:

  • Don’t reinvent the wheel if good processes already exist.
  • Ensure consistency across regions.
  • Keep it practical and tied to the reality of construction.

Lean Is About People

For Jesse, lean isn’t about buzzwords or fancy systems. At its core, it’s about respect for people especially the crews doing the actual building. His role as superintendent is to orchestrate and support, not dictate.

That aligns perfectly with what lean demands: top-down support, but also grassroots commitment. Jesse acknowledged that while some executives at his company are starting to see the value of lean, it’s still a work in progress to gain buy-in at every level.

Building the Checklist

Jesse and his team of 16 broke into small groups mixing PMs, PEs, and supers to begin developing checklists around critical phases like preconstruction, mobilization, and construction. Their plan is to build one to two processes each quarter, share them, and finalize collaboratively.

Some key checklist items discussed included:

  • Preconstruction: constructability reviews, utility coordination, soils report review, long lead procurement, and owner specific requirements.
  • Mobilization: trailer setup, jobsite signage, logistics plans, safety boards, and early trade preconstruction meetings.
  • Construction: onboarding, delivery procedures, daily huddles, last planner system implementation, and worker amenities.

The Bigger Picture

This conversation reinforced something critical: administrative tasks like RFIs, submittals, or pay apps don’t make or break a project. What truly drives success are the foundational lean principles clear planning, strong systems, reliable flow, and respect for people.

As Jesse put it, success means showing the value of these processes to leadership and steadily climbing the ladder to influence companywide practices.

Key Takeaway

The path to lean success isn’t about creating endless paperwork it’s about building simple, practical standards that respect the people doing the work and provide consistency across projects and regions. Start small, collaborate, and refine together.

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

Trade Specific / Diagonal Pull Plans

Posted on by Jason Schroeder
Read 3 min

A Smarter Way to Tackle Complex Projects

We do internal reviews of all the projects. Kevin and I often go through red lines and use touchscreen reviews. On one particularly complex project, despite having strong planning systems in place, the team was still experiencing variation that ate into buffers.

That challenge led us to create a new process that I believe is a game changer Trade Specific Pull Plans.

The Problem with Complex Projects

Some projects flow smoothly with straightforward TAKT plans. Interiors, exteriors, and phases move in sequence as expected. But on more complex projects, every zone looks different, every sequence is unique, and even the best multi train TAKT plans can’t fully eliminate variation.

The project team in this case had everything set up:

  • Pull plans for each phase
  • Zone maps
  • Committed trade partners
  • Weekly work planning and look-ahead sessions

Still, buffers were shrinking. That’s when it clicked maybe we needed to plan differently.

The Breakthrough: Planning by Trade, Not Just by Zone

Here’s the insight, instead of planning left to right across all trades in a zone, trace the flow of one trade across all zones.

  1. Identify the bottleneck trades: Which partners are experiencing the most variation?
  2. Gray out everything else: Keep focus on the critical trades first.
  3. Map trade by trade: Take one trade through each zone, one step at a time. Look at where work is light, dense, or complicated.
  4. Smooth the flow: Adjust durations or sequences where needed, either with the trade partner directly or within the overall phase plan.
  5. Coordinate overlaps: If multiple trades end up in the same zone, resolve conflicts during weekly tactical planning.

This method highlights nuances that get lost in traditional pull planning. By ironing out the sequence for each key trade, you reduce the variation that chips away at project buffers.

A New Type of Pull Plan

This approach isn’t your typical pull plan. It’s something new:

  • A Trade-Specific Pull Plan
  • Or, as I like to call it, a Diagonal Pull Plan

Instead of forcing flow through zones, you secure flow through the eyes of each trade partner, ensuring smoother production and more reliable results.

Why This Matters

When trades feel supported and their flow is honored, projects avoid the stress of constant firefighting. Instead of scrambling to recover lost time, teams can focus on building efficiently and delivering predictable outcomes.

This isn’t just theory we’re testing it now and will report back on results. But the concept already shows promise as a practical, scalable way to tackle complex projects.

Key Takeaway

On complex projects, even strong TAKT planning can leave hidden variation. By creating Trade Specific Pull Plans, you trace the journey of each bottleneck trade across zones, reduce variation, and protect buffers unlocking smoother flow and stronger 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

Posted in All

You Are Not Authorized To Overburden Resources

Posted on by Jason Schroeder
Read 4 min

A Message on Balance and Silent Treason

This blog is deeply personal and directed to my teams at Elevate, Lean Built, and Lean Takt, but I also hope it resonates with anyone in construction or leadership.

I am proud of what we have built together. We have created companies where people are encouraged to take unlimited PTO, where naps are allowed, where balance is not only valued but enforced, and where productivity never comes at the cost of a person’s well-being. We have rules in place to prevent overburdening. Nobody is allowed to work more than 48 hours a week. We do not contact people on weekends. Pod leaders are responsible for making sure workloads are leveled, and our directors review weekly work plans to ensure balance.

Despite all this, I have recently heard comments suggesting that our people work too much or that the company does not respect personal time. Let me be clear. That is false. It is not only false but dangerous. It is what I call silent treason.

The truth is that we are fighting against generations of conditioning. Many of us were raised to believe that working harder and longer automatically equals value. We learned to push ourselves past the point of balance, to feel guilty when we rest, and to equate exhaustion with dedication. That conditioning does not belong in our companies. Our only challenge is not that leaders are overburdening people but that individuals sometimes bring that old cultural habit into an organization that is intentionally built for balance.

I care deeply about this. I care so much that I personally track PTO, ask people to submit their time off schedules, and coach them to rest. I have even threatened to send people home if they refuse to take time off. That is how much balance matters to me. I do not do this out of anger but out of a passionate belief that without balance, burnout will follow. Burnout hurts not only the individual but the entire team.

So if someone in our organization feels overworked, I will say this plainly: you are not following the rules. You are not speaking up. You are not respecting the culture we have built. And when you do this, you hurt others because you set a bad example, you spread negativity, and you perpetuate a culture of imbalance. That is why I call it silent treason.

At Elevate, Lean Built, and Lean Takt, you have no authority to overburden yourself or others. You have no authority to skip PTO. You have no authority to work past the legal maximum hours. You have no authority to say nothing and quietly burn out. If something feels unmanageable, the responsibility is to speak up. We will always help. We will always rebalance. We will always support each other.

Balance is not optional here. It is mandatory. It is part of our values, our systems, and our commitments to one another. This is not about silencing complaints. It is about making sure that when an imbalance arises, it is surfaced immediately so it can be addressed. The most dangerous thing is not a heavy workload. The most dangerous thing is staying silent, choosing to suffer alone, and then blaming the company.

To my team and to anyone listening in construction, I ask this: go home. Cut your hours. Cap your time. Set an example. If you do, you will discover new ways to work smarter, you will delegate, you will improve, and you will grow into a leaner and more remarkable professional.

The industry does not need more martyrs working themselves into the ground. It needs leaders who protect balance, model rest, and empower others to live sustainably. At Elevate, we will never accept overburdening as normal. Not for our people, not for our trade partners, not for anyone. That is our standing order, and it will never change.

Key Takeaway

Balance is non-negotiable. If you feel overworked in an organization designed for balance, the responsibility is to speak up, adjust, and stop the cycle of silent treason.

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

Own the Outcome with the Foremen

Posted on by Jason Schroeder
Read 4 min

Owning Expectations with Foremen

One of the most powerful lessons I have learned in leadership is the need to own expectations in relationships, especially with foremen. This idea came to me recently during a coaching conversation with an employee who was struggling with conflict at work. The back-and-forth finger pointing reminded me of a principle from Jocko Willink: extreme ownership. Even if you feel justified in your behavior, it is often more productive to own the relationship, take responsibility, and do what you can to repair it.

I shared a personal story. Growing up as an only child, I had a bad habit of throwing people away. When things got tough or criticism came my way, I would shut down, walk away, or end the relationship. That pattern followed me into adulthood until I realized how destructive it was. If it were not for my wife Kate, who has consistently extended grace, calmed me down, and worked to bring me back into alignment, we might not be married today. She taught me that sometimes the other person needs you to be the one who steps forward, not the one waiting for an apology.

That same principle applies to how superintendents and project leaders work with foremen. Too often, leaders complain that a foreman is uncooperative, late, difficult, or even hostile. It is easy to dismiss them as the problem. But when you pause and look deeper, you see a different picture.

Most foremen in our industry have endured years of mistreatment. They have been yelled at, blamed for failures, and pushed aside. Many have had to work in poor conditions without basic facilities. They have been bossed around by people with less experience who showed little respect for their craft. They have had payments delayed, sometimes for months, and they have carried the weight of dragging general contractors across the finish line. They have seen fake leaders, phony lean efforts, and toxic behaviors all while trying to deliver results for their crews.

Knowing this, it should not surprise us when a foreman does not immediately trust, collaborate, or assume the best about us as superintendents. They may carry scars from years of abuse. They may have learned to be defensive. In that moment, you may be justified in saying their behavior is unacceptable. But being justified does not always solve the problem. Sometimes, like in a marriage, you must be the one to step forward, extend the olive branch, and broker a new way forward.

This is why I believe owning the expectations with foremen is one of the most critical responsibilities we have as leaders. We cannot assume that foremen will automatically buy into our systems, trust our intentions, or engage with enthusiasm. We must build that relationship. We must show respect, consistency, and integrity. We must demonstrate that our words match our actions. And when conflict arises, we must take responsibility for guiding the relationship back on track.

The reality is that trade partners often carry projects across the finish line despite incompetence from large contractors. I have seen multimillion-dollar projects run poorly at the general contractor level but succeed only because strong foremen and trades refused to let them fail. That should be humbling. It should remind us that much of our success is built on the shoulders of trade partners and foremen who grind every day to make it work.

So the next time you are frustrated with a foreman, pause. Ask yourself if you are waiting for them to apologize or if you are willing to take ownership of the relationship. Remember their history, their challenges, and their importance to the success of the project. Then step forward, initiate the conversation, and build the bridge.

Owning expectations with foremen is not just a leadership technique. It is an act of respect, humility, and wisdom. It creates stronger relationships, better collaboration, and ultimately more successful projects. And it starts with us.

On we go.

Key Takeaway

Owning expectations with foremen means taking responsibility for the relationship, respecting their struggles, and leading with humility to build trust and 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

Posted in All

Obeya Rooms

Posted on by Jason Schroeder
Read 4 min

Obeya Rooms and the Power of War Rooms

Recently I came across a term that caught my attention during a conversation with a lean coach. He kept saying Obeya Room, and at first, I had no idea what that meant. After some quick research I discovered that Obeya, which comes from Toyota, refers to what many call a big room or war room. These are collaborative spaces designed to enhance communication, coordination, and problem solving. The idea instantly resonated with me because every time I imagine improving operations on a project, I think of these kinds of spaces.

I remember working with a large data center project where I proposed setting up dashboards in the middle of their office as a war room. From this central location the team would be able to see real time information, track performance, and make decisions together. Although internal politics kept that proposal from moving forward, the vision was clear. Without a centralized space for collaboration and visibility, projects often drift back into old habits like CPM scheduling and scattered communication.

The purpose of an Obeya Room is simple but powerful. It brings people together for direct communication rather than relying on endless emails. It provides visual management with charts, boards, graphs, KPIs, and timelines so the whole team can clearly see progress and problems. It creates a space for problem solving, where tools like whiteboards, markers, sticky notes, models, and digital displays can help teams visualize solutions. And it gives the team agility, allowing them to quickly adjust when challenges arise.

When creating an Obeya Room, its location should be central and large enough for interaction. The layout must encourage movement and collaboration, with zones for planning, tracking, and brainstorming. Visual tools should be organized in a flow that makes sense, from whiteboards and bulletin boards to digital dashboards. Technology like video conferencing and project management software can support remote and hybrid teams. Each zone should have a clear purpose so participants know if they are looking at planning, performance, problem solving, or new ideas.

The applications of Obeya Rooms are nearly endless. They are ideal for standup meetings, daily huddles, weekly tactical sessions, design clusters, scrum groups, and cross functional collaboration. They create transparency for decision making, foster creativity, and support a culture of continuous improvement. Most importantly they help projects stay focused, coordinated, and efficient.

What excites me most about the concept is how it redefines the way we view project spaces. Instead of only thinking about conference rooms or open office areas, we can intentionally design war rooms that serve as hubs of collaboration and innovation. Every job site and every corporate office that manages projects should have an Obeya Room. They represent more than just a physical space, they embody a mindset of communication, visibility, and shared ownership.

So the next time you are thinking about how to take your project to the next level, remember the power of Obeya Rooms. Create a space where your team can see together, think together, and build together. That is how we elevate our industry.

On we go.

Key Takeaway

Obeya Rooms give teams a central hub for communication and visibility that drives collaboration, agility, and continuous 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

Be Careful What You Teach

Posted on by Jason Schroeder
Read 4 min

Be Careful What You Teach

I recently received feedback from a listener who shared how much he enjoys the blog and asked a powerful question: how do you make sure you are learning and growing the right way when you are thrown into leadership roles without proper training? He described his path from commercial roofing into a superintendent role and the struggle of feeling like he is figuring things out without real guidance.

This is a situation far too common in our industry. Too many supers are put in charge without proper development, and companies skip over critical training paths like project engineer or assistant superintendent. When this happens, the risk is not only to the individual’s career but to entire projects, teams, and the industry at large.

My advice is clear. If you cannot find the right contractor with the right culture and training, then you must invest in yourself. Read the baseline curriculum such as Elevating Construction Superintendents, Elevating Construction Senior Superintendents, Elevating Construction Foremen, The Goal, Two Second Lean, The Toyota Way, Critical Chain, How Big Things Get Done, and Built to Fail. When ready, attend courses like the Takt Production System course and the Super PM Bootcamp. The biggest investment you can ever make is not in real estate, stocks, or even retirement savings. The biggest investment is in your mind.

Your knowledge and ability to add value are permanent. They are what allow you to contribute whether in business, in a company role, or with your family. That is why I have always pursued certifications, training, and books relentlessly. But knowledge alone is not enough. Knowledge combined with action is power. Even small steps of implementation, tested for at least six weeks at a time, are what transform learning into lasting capability.

Which brings me to today’s main topic. Be careful what you teach. Because what you teach will stick.

I was recently driving in Texas and could not believe how poorly designed the roads were compared to places like Phoenix, which has a thoughtful and intentional system. My conclusion was simple. At some point, someone thought a bad design was a good idea. Then others copied it, and now it has stuck for generations. The same thing happens in construction. We live with CPM because two men had an idea and it stuck. We have harmful systems and practices in society that stuck the same way. Once something becomes precedent, it shapes behavior, decisions, and outcomes for decades.

That is why leaders at every level must be cautious about what they teach and model. Company owners must be intentional about values and culture because those will stick. Department leaders must be clear about priorities and respect because that will stick. Project leaders must treat trade partners with fairness because that will stick. Senior supers and PMs must not pass down bad habits because those will stick. And I must be careful on this blog because what I teach may stick.

Teaching without knowledge is dangerous. It is like giving teenagers badges and guns and telling them to be police officers. Yet this is exactly what happens when we put untrained leaders in charge of hundred million dollar projects. The consequences are real and often damaging.

The safeguard is to embrace review and iteration. At Elevate, we believe the more red marks, the better. Every book, system, and framework we publish goes through dozens of reviews and iterations. Takt steering and control boards, the integrated production control system, and our courses all reached their current form only after 25, 30, or even 50 iterations. We vet, we seek input, we refine until what we teach has real strength behind it.

The lesson is simple. Be careful what you teach, because it will stick. Teach only what is grounded in knowledge, vetted by feedback, and refined by practice. Do not pass down broken systems or untested ideas. Build leaders and systems that will last, because the future of our industry depends on it.

On we go.

Key Takeaway

What you teach will stick, so only pass on what is true, tested, and worthy of shaping the next generation.

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

Seeing & Learning

Posted on by Jason Schroeder
Read 5 min

Expanding the Definition of Lean: Seeing and Learning

This week brought a few exciting updates. The Elevating Construction Foreman book is now available in Spanish, both in print and audio. That means crew leaders can study these concepts in their own language, whether English or Spanish, and truly grasp how to integrate with the Last Planner System and follow a takt rhythm in flow. The takt planning book also received a refresh, with edits, additions, and formatting updates. One major change was replacing the word “schedule” with “production plan,” a critical shift in thinking that reinforces the focus on flow. These resources are here to help construction leaders everywhere improve their craft.

As I was reflecting on these updates, I also received some feedback that hit close to home. My parents shared that a neighbor noticed the whiteboard in their garage with my notes on it, and he was impressed by the concepts. He later found Elevate Construction online and commented on how clear and helpful the teaching is. Feedback like that is humbling and motivating. It is a reminder that the principles we discuss matter, and they resonate with people who want to build better.

This leads into today’s topic, which is both a shoutout to Kate, our CEO, and an expansion of how we define lean. Kate has spent over 20 years raising our family of eleven children, managing budgets, navigating challenges, and creating stability. That experience is leadership at the highest level. Today, she runs Elevate Construction as CEO, yet there are times when she faces the stigma that women in construction often deal with, or she wrestles with moments of imposter syndrome. What I always remind her is that she has earned her role not just through her intelligence and determination, but through her ability to see and learn at a level few others can match.

When people define lean, they often talk about waste elimination, continuous improvement, or adding value. These are all correct. But I have come to realize that Lean is also about seeing and learning. Lean practices give us tools to see reality more clearly. A3s help us see root causes. Gemba walks let us see the work where it happens. Takt plans, pull plans, and production laws give us visibility into flow. All of these tools sharpen our vision so that we can learn and improve.

That is why I told Kate she is one of the strongest lean leaders I know. She sees patterns and problems that others miss, and she learns quickly. These two traits, seeing and learning are the foundation of real lean leadership. They separate those who just know the terminology from those who live the principles.

I have seen the opposite as well. Some people cling to outdated systems like CPM without recognizing the obvious flaws. If you cannot see why a system fails, it limits your growth. Others stop learning altogether. I once worked with a consultant who proudly declared that his way of teaching lean was the only way. That is not lean. True lean leadership requires constant questioning, constant learning, and an openness to seeing reality with fresh eyes.

Kate reminded me of this during the development of the takt planning book. I had created some graphics and concepts, and she told me bluntly that they were wrong. At first, I resisted, but she pushed me to rebuild the content in a clearer outline. That process led to one of the strongest frameworks we have developed: programs and projects, milestones, phases, zones, takt time, trains and trade flow, production laws, buffers, interconnections, independent activities, and first and last planner coordination. Without her ability to see and her willingness to push for learning, that book would not be what it is today.

So here is my challenge: expand your definition of lean. Do not stop at waste elimination or flow. Ask yourself if you are seeing what needs to be seen, and if you are learning as much as you can. Lean is not a static body of knowledge. It is a mindset of curiosity, vision, and improvement. If we keep seeing and keep learning, we can become the lean leaders that this industry needs.

On we go.

Key Takeaway

Lean is more than eliminating waste. It is the ability to truly see reality and to learn continuously.

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

You Are NOT Too Busy

Posted on by Jason Schroeder
Read 4 min

How to Fix Being Too Busy in Construction

One of the most common excuses I hear in construction is “I am too busy.” Too busy to plan. Too busy to organize. Too busy to attend training. Too busy to implement lean. The problem with this mindset is that it keeps people trapped in a cycle of chaos. The truth is that being “too busy” is rarely the real problem. The real issue is a failure to follow the fundamentals.

Recently a young superintendent reached out with a great question. At only 21 years old, he found himself thrown into the fire, trying to manage projects without the proper training or mentorship. He worried that his current environment might harm his long term growth. My advice to him was simple: do not wait for the industry to hand you the perfect training program. Instead, take control of your learning. Read books, listen to blogs, study, learn, and implement what you learn step by step. Do not fall into the trap of learned hopelessness.

This ties directly into today’s bigger topic. Too many people in construction blame busyness for why they cannot improve. “I would use takt planning, but I am too busy.” “I would get organized, but I am too busy.” “I would go to training, but I am too busy.” The cycle repeats endlessly. Yet the solution is right in front of us, and it is not complicated.

Leaders like Paul Akers have been teaching this for years. He emphasizes fundamentals like keeping your area clean, organizing daily, applying 5S in the morning, and making two second improvements that steadily remove waste. He insists on personal organization systems like David Allen’s Getting Things Done so that people can focus with clarity. When I interviewed Paul on this blog, he explained that he expects his team to use these systems. Why? Because without them, people will always claim they are too busy while failing to address the root problem.

Construction will never slow down. Deadlines will always be tight. Developers will always push for earlier completion. The environment will not change, so the only solution is to master the basics that give us stability. Think about that common image of workers pushing a cart with square wheels. They are too busy to stop and change to round wheels, even though the round wheels would make everything easier. That is exactly what happens when we avoid the fundamentals.

So how do you actually fix being too busy?

First, make training non negotiable. Even if it feels like stepping away from work slows progress, the long term gain is always greater. Every training equips you to master your environment.

Second, adopt a personal organization system. You need a planner, a to do list, and leader standard work. Without them, you will always be chasing tasks instead of controlling them.

Third, cap your hours. Working excessive overtime is not a badge of honor. It is often a mask for inefficiency and poor systems. There is a direct correlation between overwork and incompetence. If you were truly in control of your processes, you would not need endless hours to catch up.

Finally, seek help. Do not shoulder everything yourself. Leverage your team, your trade partners, consultants, and mentors. Great leaders build capacity through collaboration, not isolation.

The next time you catch yourself saying “I am too busy,” stop and ask what fundamental you are neglecting. Busyness is not the enemy. The real danger is letting busyness be an excuse for not improving. The tools are within your control. By mastering the basics, you create flow, stability, and freedom from chaos. That is the only sustainable way forward in construction.

On we go.

Key Takeaway

Being too busy is not the problem. Neglecting the fundamentals is. Master organization, training, and flow to break free from chaos.

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.

 

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Doing the Impossible

Posted on by Jason Schroeder
Read 4 min

Why You Should Never Ask for the Impossible in Construction

I recently came across a comment from an owner during a project discussion that left me stunned. The owner, in a calm and even slightly sarcastic tone, said, “I just want to know that the team is doing the impossible.” That one sentence perfectly captured one of the most damaging misconceptions in construction. The idea that pushing people to accomplish the impossible somehow demonstrates commitment or dedication is not only misguided, it is dangerous.

Before I get into why, let me share a quick thought that ties into this conversation. There is a saying I have heard over the years: “Lost ground can be taken, lost time never.” This simple phrase is a reminder that while we can rework, rebuild, or catch up on missed scope, we can never recover lost time. Once time is gone, it is gone forever. That principle alone should guide us to protect flow and avoid unnecessary panic.

In construction, our work is not just about schedules, budgets, and milestones. It is about people, real individuals who show up every day with their bodies, minds, and energy. When leaders demand the impossible, they are effectively asking people to sacrifice safety, cleanliness, and organization in the name of speed. That never works.

I have seen it repeatedly. When projects are pushed to do what cannot be done, the workforce takes shortcuts. Safety protocols are bypassed. Job sites become cluttered. Materials pile up where they should not. Too many people get crammed into too small of a space. Quality checks are skipped. In short, chaos takes over.

Panic does not deliver results. It erodes morale and productivity. It introduces mistakes and extends the very durations we were hoping to shorten. When too much is asked, crews become frustrated, and the productivity spiral begins. Overstaffing, overloading, and over committing do not help. They harm.

Let me illustrate confidence in leadership with a personal story. When I was a teenager, my bike was stolen by a group of skinheads. My father, a tall and strong man, tracked it down. He walked right into their yard, looked them in the eye, and calmly said, “That’s my bike.” And then he took it back. He was not rude or aggressive. He was confident and clear. That is how leaders need to show up on construction sites. Not by creating fear or panic, but by calmly setting the right direction with confidence and conviction.

That same principle applies to meetings and project organization. If leaders lack confidence, they often resort to pressure tactics. They push for the impossible to mask their own insecurities. True leadership is not about forcing results, it is about creating the right environment where results flow naturally.

So let me say it plainly. If you ever hear someone say, “I just want to know the team is doing the impossible,” that is a red flag. It means the project was set up wrong. Either the end date is unrealistic, the resources were miscalculated, or the project should not have been started in the first place. It is not a badge of honor to push people beyond capacity. It is negligence.

The smart move is to align scope, resources, and time in a way that is achievable. Flow is everything. Protect the people, protect the plan, and protect the time. That is how projects succeed.

I hope this reminder resonates. Construction is challenging enough without adding unnecessary pressure. We cannot afford to confuse dedication with self destruction. The best leaders know that success does not come from demanding the impossible but from building an environment where the possible is done consistently, safely, and with excellence.

On we go.

Key Takeaway

If you demand the impossible, you destroy safety, quality, and morale. True leadership creates achievable flow, not panic.

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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