Month: December 2025

Death By Meeting – Winning Teams

Posted on by Danny Jiménez⁩
Read 16 min

Why Construction Teams Need to Love Meetings (and How to Make Them Effective)

In construction, meetings can often feel like a waste of time. They can be long, unproductive, and seemingly endless. We’ve all been in meetings where the conversation goes in circles, and you leave wondering what was actually accomplished. And I get it sometimes you just want to be out on the site, doing the work, not sitting in another meeting. But here’s the hard truth: bad meetings almost always lead to bad decisions, and that’s the best recipe for mediocrity.

The reality is, if you want to build high-performing teams and successful projects, you need to start loving meetings and more importantly, running them effectively. The key to success on any project is making decisions that push the project forward, and the best decisions happen when the right people are in the right meetings, making clear and focused choices. In this blog, I’ll show you how to transform your meetings from time-wasters into productivity powerhouses that contribute directly to project success.

 

The Construction Pain: Meetings as a Time Sink

There’s no denying it meetings are often seen as a necessary evil in construction. Everyone has experienced those sessions that drag on forever with no clear outcomes. You sit there wondering, “Why am I even here?” Your mind starts to wander as the conversation goes off-track, and before you know it, you’ve wasted valuable time that could have been spent on the site.

The pain here is clear: ineffective meetings waste time, drain energy, and lead to poor decisions. And in construction, poor decisions lead to delays, mistakes, and increased costs. If meetings aren’t managed well, they can become a serious bottleneck in your project’s progress.

 

The Root Causes of Bad Meetings

So, why do we have so many bad meetings in construction? The failure pattern is often rooted in several key issues:

  • Lack of Focus: When meetings don’t have a clear agenda or purpose, they tend to wander. Participants are unsure about what needs to be accomplished, and as a result, nothing gets done.
  • Poor Planning: If the meeting isn’t structured in a way that drives towards a specific goal or decision, it’s easy for time to be wasted on irrelevant topics or back-and-forth discussions that don’t move the project forward.
  • No Follow-up: Too often, meetings are held without clear action items or follow-up. People leave the meeting without knowing what they need to do next, and the cycle repeats. This lack of accountability makes it difficult for decisions to stick.

 

Understanding the Struggle of Ineffective Meetings

I’ve been there sitting through endless meetings, feeling like my time could be better spent out on the site. But here’s the thing: meetings are not inherently bad; it’s how we run them that makes the difference. I get that you’re busy, and I understand that it can feel like you’re being pulled in multiple directions. But when we fail to run effective meetings, we end up losing more time, making mistakes, and causing delays that could have been avoided.

We’ve all been frustrated with meetings that go nowhere, but it’s important to remember that the root cause isn’t the concept of the meeting it’s how it’s organized and executed. As a leader, you need to create meetings that are purposeful, organized, and productive. That’s the key to turning meetings from a waste of time into a valuable tool for your team’s success.

 

Transforming Meetings for Better Results

I remember a time on a high-profile project when the meetings were incredibly disorganized. People would show up, but it felt like no one was really on the same page. The conversations would go off-track, and at the end of the meeting, we weren’t any closer to solving the problems we faced on the site. It was frustrating.

So, we made a change. We decided to implement a more structured approach to meetings one with a clear agenda, a specific outcome, and actionable follow-up. The results were astounding. People came to the meetings with purpose, discussions were focused, and decisions were made more efficiently. We even started seeing improved productivity on the job site, because everyone was aligned on the same goals. It wasn’t just about having a meeting; it was about making the meeting serve a clear purpose and driving towards actionable outcomes.

 

Effective Meetings are the Backbone of a Successful Project

The emotional insight here is this: meetings can be a powerful tool if they’re used correctly. When meetings are run well, they can foster collaboration, clarity, and accountability. They ensure that everyone is on the same page, making decisions that drive the project forward.

The key to running effective meetings is understanding that they aren’t just time blocks on a schedule they are opportunities to align your team, make decisions, and solve problems. When everyone in the room knows what’s expected and what needs to happen next, meetings become a tool for success rather than a time sink.

 

How to Run Effective Meetings

So how can you ensure that your meetings are productive and drive results? There are three core principles that will help you turn your meetings around:

  • Direct the Meeting with a Clear Agenda
    The first step in any effective meeting is to have a clear agenda. Without one, meetings will inevitably lose focus. The agenda should outline the specific topics to be covered, the goals of the meeting, and the outcomes expected. Ensure that everyone in the room knows the purpose of the meeting and what is expected of them. This will help prevent tangents and keep the discussion on track.
  • Motivate the Team by Connecting the Meeting to the Bigger Picture
    People need to feel that the meeting matters. They need to understand how the topics being discussed connect to the success of the project. If people don’t see how the meeting impacts the work they’re doing, they won’t engage. Make sure you’re clearly explaining how the decisions made in the meeting will affect the project and the team. This emotional connection will keep people motivated to contribute and stay focused.
  • Shape the Meeting Path with Actionable Follow-Up
    Meetings aren’t effective unless they lead to action. At the end of every meeting, make sure there are clear next steps and accountable individuals. Assign action items and set deadlines. This ensures that the meeting doesn’t just become a talking session but results in tangible progress. By shaping the meeting path this way, you ensure that everyone knows what needs to be done and who is responsible for getting it done.

 

How to Implement These Ideas Today

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But beyond that, the first step in improving your meetings is to put these principles into practice today.

Start by setting a clear agenda for your next meeting. Be intentional about the purpose and the outcomes you want to achieve. Engage your team by explaining how their participation matters. And finally, make sure that every meeting ends with clear, actionable follow-up. This is how you turn meetings into a productivity tool that moves your projects forward.

 

Connect to Elevate Construction’s Mission

At Elevate Construction, we believe that every aspect of your project should be focused on building a high-performance team. Effective meetings are an essential part of that process. By prioritizing clear communication, decision-making, and accountability, we help you create a culture of efficiency and alignment, ensuring your projects stay on track and your teams are empowered to succeed.

 

A Challenge for You

Meetings don’t have to be a waste of time. They can be a powerful tool for collaboration and decision-making when run effectively. As Jason Schroeder always says, “Meetings should work for you, not the other way around.” Start implementing these strategies today and transform your team’s approach to meetings. You’ll be amazed at the difference it can make in your project’s success.

 

FAQ

Why are meetings in construction so often ineffective?
Ineffective meetings in construction are usually a result of poor planning, lack of direction, and unclear follow-up. Without a structured agenda and clear goals, meetings can become a waste of time.

How can I make my meetings more productive?
To make meetings productive, start by setting a clear agenda, motivating your team by connecting the meeting to the bigger picture, and ending with actionable follow-up. Ensure that everyone knows their role and responsibilities.

What’s the key to a successful meeting in construction?
The key is clear direction, emotional connection, and a path to action. By making meetings purposeful and outcome-driven, you can transform them from time-wasters into productivity boosters.

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

The Five Dysfunctions of a Team – Winning Teams

Posted on by Danny Jiménez⁩
Read 16 min

A Path to Building High-Performance Construction Teams

In the high-pressure world of construction, team dynamics can make or break a project. Every project has its challenges tight deadlines, complex designs, safety requirements, and the constant push to keep things moving forward. But here’s the truth: none of these challenges can be overcome without a healthy, functional team. A dysfunctional team, on the other hand, can quickly derail even the best-planned projects.

In today’s blog, we’ll explore the five dysfunctions of a team, a framework introduced by Patrick Lencioni that highlights the common obstacles teams face. The key to success in construction, or any industry, is understanding these dysfunctions and learning how to address them head-on. With the right approach, we can transform a dysfunctional team into a high-performing one empowered, efficient, and capable of delivering great results.

 

Team Dysfunction and Project Delays

If you’ve ever been part of a project where the team just wasn’t clicking, you know how painful it can be. Maybe communication was poor, trust was lacking, or team members just weren’t working together toward the same goal. These dysfunctions create a toxic environment that can lead to project delays, mistakes, and missed deadlines. The pain of dysfunction is evident on the job site when issues pile up and the project just doesn’t seem to be moving forward, no matter how hard everyone works.

In construction, the effects of team dysfunction can be even more pronounced. The constant pressure to perform, compounded by poor collaboration and lack of trust, can lead to significant setbacks. But understanding the root cause of these issues whether it’s trust, accountability, or communication gives us the power to turn things around and build stronger teams that can tackle challenges head-on.

 

The Five Dysfunctions

The failure pattern that leads to poor team performance is often deeply rooted in five key dysfunctions, as outlined in Patrick Lencioni’s model. These dysfunctions are common, and they show up on nearly every team in some form. Here they are:

  • Absence of Trust: Without trust, team members hesitate to be vulnerable with one another, which leads to guarded communication and a lack of collaboration.
  • Fear of Conflict: Teams that don’t trust each other avoid healthy debates, which leads to unresolved issues and poor decision-making.
  • Lack of Commitment: When there’s no open discussion or buy-in, team members are less likely to commit to decisions, leading to confusion and lack of direction.
  • Avoidance of Accountability: Without commitment, it becomes difficult to hold each other accountable for actions and performance, which lowers standards.
  • Inattention to Results: When individuals put their own needs or personal success ahead of the team’s goals, the overall results suffer.

Each of these dysfunctions can have a devastating impact on your project’s success, but the good news is that they can be addressed. Let’s dive into how to recognize and overcome these dysfunctions in your construction teams.

 

Understanding the Struggles of Team Dysfunction

I’ve been there on teams where dysfunction ran rampant. It’s easy to look at the issues and blame individuals, but that’s not the answer. It’s important to understand that dysfunction is often a product of the system, not the people. Team members want to succeed, but when trust is lacking, when conflict is avoided, and when there’s no clear accountability, it’s easy for frustration to set in.

As leaders, it’s our job to recognize these signs and take proactive steps to address them. When we can create a team culture based on trust, accountability, and open communication, we’re not just fixing problems we’re empowering our people to perform at their best.

 

Turning Around a Dysfunctional Team

A few years ago, I was working on a large project where the team was struggling with collaboration. There were constant miscommunications, and the project was consistently behind schedule. The root cause? Dysfunction. Trust was non-existent, people were avoiding difficult conversations, and no one was holding each other accountable.

But instead of letting the project spiral, we decided to make some changes. We started with trust-building exercises and made sure everyone on the team understood that vulnerability was a strength, not a weakness. We encouraged open dialogue and healthy conflict, creating a space where everyone felt heard. And most importantly, we made sure there were clear expectations, commitments, and accountability at every level.

Slowly, the team began to transform. People were more engaged, communication improved, and most importantly, the project started moving forward at a faster pace. It wasn’t an overnight fix, but it was a start. And by addressing these dysfunctions, we were able to achieve remarkable results in the long run.

 

Why Team Health is Non-Negotiable

The emotional insight here is simple: team health is the foundation of project success. Without trust, commitment, and accountability, you’re working in a dysfunctional system that’s set up for failure. The most successful teams are the ones that focus not just on technical skills but on creating a culture of mutual respect, collaboration, and support.

When we invest in team health, we’re investing in the success of the project. A team that trusts each other, holds each other accountable, and is willing to engage in healthy conflict will perform at a much higher level than one that is fragmented, disengaged, and defensive. That’s the power of a healthy team when every person is aligned and committed, results speak for themselves.

 

Overcoming the Five Dysfunctions

Now that we’ve covered the pain points and the emotional insight, let’s dive into the framework for overcoming these dysfunctions. Here’s how you can tackle each one:

  • Absence of Trust: Build trust by encouraging vulnerability. Team members need to feel safe enough to open up about their weaknesses, mistakes, and challenges. Start by sharing your own experiences and showing your team that it’s okay to not have all the answers.
  • Fear of Conflict: Encourage healthy debate. Don’t shy away from difficult conversations embrace them. Set ground rules for respectful conflict, and ensure that everyone has a voice in decision-making processes. Healthy conflict leads to better solutions.
  • Lack of Commitment: Ensure everyone has a seat at the table and is heard. After open discussions, make sure there’s clarity on decisions and everyone commits to them. This commitment is essential for moving forward with a unified goal.
  • Avoidance of Accountability: Hold team members accountable by setting clear expectations and following up regularly. Accountability isn’t about punishment it’s about ensuring everyone is aligned and meeting the standards set for the project.
  • Inattention to Results: Create a culture where results matter. Make sure everyone understands how their contributions fit into the bigger picture and how they’re helping the team succeed. Celebrate wins, both big and small, and make sure everyone knows their role in achieving the team’s goals.

 

Implementing Change on Your Project

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But the first step in overcoming these dysfunctions is to start implementing change systematically. Begin by addressing one dysfunction at a time. Use the framework we discussed build trust, encourage conflict, clarify commitments, hold people accountable, and focus on results.

Start with small steps, like holding a team meeting where everyone shares what’s working and what isn’t. Create a culture where feedback is welcomed and taken seriously. Once you start seeing the improvements, gradually expand these practices to all levels of the project. Remember, change doesn’t happen overnight, but with consistency and focus, you can turn your team around.

 

Connect to Elevate Construction’s Mission

At Elevate Construction, our mission is to help teams overcome dysfunctions and become high-performing units. We believe that organizational health is the key to success on every project. By focusing on trust, accountability, and clear communication, we help our clients build stronger teams and more successful projects.

 

A Challenge for You

Team dysfunction is a challenge, but it’s also an opportunity. If you’re struggling with a dysfunctional team, don’t let that hold you back. As Jason Schroeder always says, “A healthy team leads to a successful project.” Start implementing the five dysfunctions framework today, and you’ll see how quickly your team can turn things around.

 

FAQ

What are the five dysfunctions of a team?
The five dysfunctions are: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. These are the common barriers to team performance.

How can I improve team trust on my project?
Start by fostering open communication and vulnerability. Encourage team members to share their mistakes and challenges, and lead by example by being open about your own experiences.

Why is accountability important for a high-performing team?
Accountability ensures that everyone is meeting expectations and contributing to the team’s success. Without accountability, standards slip, and the team’s progress is hindered.

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

Change – Winning Teams

Posted on by Danny Jiménez⁩
Read 17 min

How to Make Change When Change is Hard

Change is inevitable in construction. Whether it’s adjusting to new technologies, improving safety standards, or adopting new processes, change is something that every project faces. But here’s the challenge change is hard. In a fast-paced, deadline-driven industry like construction, getting people to embrace change can feel like pushing a boulder uphill. That’s where the real work begins.

In this blog, I’m going to walk you through how to implement change on your construction projects, even when it feels impossible. It’s about connecting with your team, giving them the tools they need, and reducing the obstacles that make change feel so overwhelming. I’ll show you how you can motivate your team to embrace change and how you can make that shift in your organization sustainable. If you’re struggling with getting your team to adopt new practices, this blog is for you.

 

Resistance to Change

One of the most common pains in construction is resistance to change. Whether it’s a new software, a new process, or even a new team structure, change is often met with pushback. And I get it when you’re used to working a certain way, the idea of switching gears can feel daunting.

The problem is that change is necessary for growth. Without it, teams become stagnant, mistakes are repeated, and projects continue to get stuck in outdated systems. Yet, no matter how necessary the change is, people will resist it. It’s not just about having the right solutions; it’s about getting your team on board.

In construction, this resistance can be detrimental. Projects get delayed, quality suffers, and team morale takes a hit when people aren’t willing to change. It’s a pain that every leader has faced, but there is a way to overcome it.

 

Mental Paralysis and Overwhelm

The failure pattern behind resistance to change can be boiled down to two key factors: mental paralysis and overwhelm. These happen when people don’t know how to take the next step or when the path forward seems too complicated.

  • Mental paralysis happens when people are given too much information at once and feel overwhelmed by the new process. They don’t know where to start, and as a result, they do nothing. It’s like being handed a map of a foreign city without a guide—it’s easy to feel lost.
  • Overwhelm occurs when the change is introduced without a clear path. People know they need to change, but they don’t have the tools or structure to make it happen. When the environment feels chaotic and there’s no clear direction, the result is often stagnation.

To make change stick, we need to tackle these two issues head-on. The good news is there’s a way to guide your team through this process, and it starts with understanding the psychological elements of change.

 

Understanding the Struggle of Change

I’ve been in the field, facing the exact same challenges. Implementing change is hard, especially when you’re trying to lead a team that’s used to doing things a certain way. But here’s the thing: people don’t resist change because they don’t care. They resist because they feel lost, overwhelmed, or unsure about the new direction.

Understanding this is crucial. The key is not to blame your team for resisting. Instead, it’s about providing them with the structure, tools, and support they need to embrace the change. Everyone in your organization wants to succeed. When change feels too difficult or unclear, it’s natural for people to shut down. As a leader, it’s your job to guide them through that transition.

 

Implementing Change on a High-Profile Project

Let me tell you about a time when change felt impossible on a high-profile project I was managing. The team had been doing things a certain way for years, and any suggestion to change the process was met with skepticism. There was one area we needed to improve: communication between departments. The problem was, no one could see how a new system would be better than the existing one.

Instead of pushing the change on them, I decided to involve the team in the process. We sat down together, talked about the pain points, and brainstormed solutions. We then rolled out the new system in small steps, gradually incorporating the team’s feedback. Slowly but surely, they started to see the value in the change. It wasn’t an overnight transformation, but it worked. People were more engaged, communication improved, and the project’s overall efficiency skyrocketed.

The key here was involving the team in the change process. When people feel heard and see that their input matters, they’re more likely to get on board. It’s all about making change a shared journey, not a mandate.

 

Change Requires a Clear Path, Motivation, and Support

The emotional insight here is simple: people don’t resist change because it’s a bad idea; they resist because they don’t know how to navigate it. Change is hard because it requires people to step out of their comfort zones.

To help people make that leap, we need to follow a proven framework. It’s not enough to just tell people what to do; we need to guide them, motivate them, and remove the obstacles that make change feel impossible. By breaking down the process into manageable steps and providing the emotional and practical support needed to succeed, you can turn resistance into enthusiasm.

 

The Elephant and the Rider

One of the best frameworks I’ve encountered for understanding how to drive change comes from the book Switch by Chip and Dan Heath. The analogy of the elephant and the rider is powerful for understanding how people approach change.

In this analogy, the rider represents our rational side the part of us that knows what needs to be done and can plan the steps to get there. The elephant, on the other hand, represents our emotional side the part of us that is driven by instinct and motivation.

The trick to driving change is aligning both the rider and the elephant. Here’s how:

  • Direct the rider: Give clear direction. Provide a detailed plan of action so that the rational part of your brain knows exactly what needs to happen. In construction, this could mean creating a clear, step-by-step process for how to implement a new workflow or system.
  • Motivate the elephant: Engage the emotional side. People need to feel a connection to the change. Why does it matter? What’s the bigger picture? By finding the emotional connection, you can get your team motivated to move forward. Use personal stories or examples to help them understand why the change is important.
  • Shape the path: Make it easy for the rider and the elephant to move forward. Remove obstacles, simplify the process, and ensure that the systems in place support the change. In construction, this could involve setting up tools or systems that make the change easier to implement whether it’s new project management software or a revised scheduling system.

 

How to Implement Change Today

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But the first step in implementing change is to start with small, manageable steps. Don’t try to overhaul everything at once. Focus on one key area of improvement, get clear direction, find the emotional connection, and remove any barriers that might get in the way.

Start by engaging your team in the process. Get their input, explain the “why” behind the change, and show them how the change fits into the bigger picture. Once the team is on board, provide them with the tools and support they need to succeed. This could mean offering additional training, providing new resources, or simply making the new process as clear and straightforward as possible.

 

Connect to Elevate Construction’s Mission

At Elevate Construction, our mission is to help teams become high-performing units by focusing on the well-being and engagement of every individual. We believe that when your team is engaged, supported, and given clear direction, change becomes not just possible it becomes an opportunity for growth.

 

A Challenge for You

Change is hard, but it’s also necessary for success. The question is: will you lead your team through it? As Jason Schroeder always says, “The only way to make real progress is by embracing change and guiding your team through it.” Take that first step today direct the rider, motivate the elephant, and shape the path. Your project, and your team, will thank you for it.

 

FAQ

How can I implement change on my construction project?
Start by directing the rider create a clear plan of action. Then, motivate the elephant find the emotional connection to the change. Finally, shape the path by removing obstacles and simplifying the process for your team.

What is the elephant and rider analogy?
The elephant represents our emotional side, and the rider represents our rational side. To drive change, both must be aligned clear direction for the rider and emotional motivation for the elephant.

Why is change so difficult in construction?
Change in construction is hard because it often involves stepping out of comfort zones. People need clear direction, emotional buy-in, and a path that is easy to follow in order to embrace change effectively.

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

The Three Signs of a Miserable Job – Winning Teams

Posted on by Danny Jiménez⁩
Read 15 min

The Key to a Thriving Team

In the fast-paced world of construction, it’s easy for teams to become overwhelmed. Deadlines are tight, and the pressure to perform can lead to burnout. But here’s a critical truth: engagement, not just hard work, drives long-term success. When your team is engaged, they don’t just go through the motions they are invested in the project, motivated, and eager to deliver quality results.

In this blog, I’m going to share how you can dramatically improve employee engagement on your construction projects. By focusing on three key principles anonymity, irrelevance, and immeasurability you can transform your team from a group of workers to a high-performing unit. This is a practical, actionable approach grounded in real-world experience, and it starts with the simple belief that engaged employees are the key to operational excellence.

 

Disengagement Leads to Frustration and Turnover

In my years working on construction sites, one of the most common issues I’ve seen is disengagement. Teams that seem to function but don’t truly connect. Workers who show up, do their job, and go home without feeling like they’re a part of something bigger. Disengagement is the silent killer of productivity, and it’s often hard to spot until it’s too late.

The signs are clear. Morale is low, turnover is high, and people are frustrated. When workers feel disconnected from the project or team, they stop putting in the effort needed to achieve the project’s goals. And that frustration doesn’t just stay at the job site; it carries over into their personal lives, affecting their well-being and relationships. The real cost of disengagement is not just poor performance it’s a diminished sense of purpose that leads to unnecessary turnover, dissatisfaction, and, ultimately, project failure.

 

Lack of Connection and Motivation

The failure pattern that leads to disengagement is surprisingly common: anonymity, irrelevance, and immeasurability. These three issues are at the heart of why employees check out mentally and emotionally from their work. Let’s break them down:

  • Anonymity: When employees feel like just another cog in the machine, they disengage. They don’t feel valued, and they certainly don’t feel like anyone truly knows or cares about their individual contributions. They’re invisible, and that’s a dangerous place for morale.
  • Irrelevance: Workers need to understand how their role fits into the bigger picture. When employees don’t see how their work contributes to the overall success of the project, they can start to feel like their efforts don’t matter. This leads to decreased motivation, as they don’t see the point in giving their best.
  • Immeasurability: Without clear, measurable goals, employees can’t gauge how well they’re doing. They might be working hard, but without the ability to measure success, they feel like they’re stuck in a rut. Lack of feedback or a clear sense of progress leaves employees feeling helpless, and that leads to disengagement.

Understanding the Struggle of Feeling Invisible

It’s easy to overlook the emotional side of work, especially in a demanding industry like construction. But I can tell you from experience that feeling invisible at work whether you’re a foreman, a project manager, or a worker can be one of the most frustrating experiences. I’ve seen it firsthand. Employees don’t always know how to articulate their struggles, but deep down, they know something is missing.

When people feel disconnected, when they don’t understand how their work matters, it’s hard for them to stay engaged. As a leader, it’s important to recognize this, to understand that the emotional and personal needs of your team are just as important as the technical needs of the project. When people don’t feel seen or valued, it’s easy for them to disengage and become a passive part of the team.

 

Turning Things Around by Making People Feel Valued

I worked on a project years ago where the team was struggling with engagement. The project had a high turnover rate, and the energy was low. People were showing up, but their hearts weren’t in it. They didn’t feel like they were contributing to something bigger than themselves.

That’s when we started implementing a more intentional approach to engagement. We focused on the three key areas making people feel known, helping them see their relevance, and giving them measurable goals. In meetings, we made a point to connect with each person individually, asking them about their families and their personal goals. We also took time to explain how their work fit into the bigger picture, making sure they knew their role was critical to the success of the project.

The difference it made was incredible. People started taking ownership of their work, morale improved, and the team became more cohesive. Engagement skyrocketed, and with it, so did productivity. This wasn’t just about meeting deadlines it was about creating an environment where people felt fulfilled and connected to the project. And that made all the difference.

 

Why Engagement Is Key to a High-Performing Team

The emotional insight here is clear: employees who feel valued and connected to their work are more engaged, more productive, and ultimately happier. Engagement isn’t just about hitting metrics or checking boxes it’s about people. When employees understand how their work contributes to the success of the team and the project, when they feel like they matter, they give more. And that’s the secret to success.

 

Three Keys to Employee Engagement

So, how can you boost employee engagement on your projects? It comes down to three simple but crucial elements:

  1. Anonymity: Make sure your people are known. It starts with personal connections. Get to know your team members what motivates them, what challenges they face, and what excites them about the work. This doesn’t have to be a long, drawn-out process. Simple conversations go a long way in making people feel seen and heard.
  2. Irrelevance: Help your team see their impact. People need to understand how their individual contributions matter to the project’s success. Regularly communicate how their work fits into the larger goals. When employees feel like they’re contributing to something meaningful, their engagement skyrockets.
  3. Immeasurability: Set clear goals and let your team know when they’re winning. Establish measurable success indicators for each role. This could be as simple as achieving milestones, meeting deadlines, or ensuring safety standards are met. People need feedback and tangible ways to gauge their progress. Without it, their motivation will slowly fade.

How to Implement These Ideas Today

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But implementing engagement strategies starts with small, intentional changes.

Start by having one-on-one meetings with your team members. Ask them how they’re doing, both at work and outside of it. Help them understand how their role contributes to the bigger picture. Make sure you have clear, measurable goals for each person, and ensure they know what success looks like. These small steps will create a massive shift in engagement and productivity.

 

Connect to Elevate Construction’s Mission

At Elevate Construction, our mission is to create teams that perform at their highest potential. Engagement isn’t just about getting the job done it’s about building a culture where every team member feels valued, supported, and part of something bigger. When your team is engaged, your project will succeed.

 

A Challenge for You

If you want to create a high-performing team, start by focusing on engagement. Connect with your people, help them see their relevance, and set clear, measurable goals. As Jason Schroeder always says, “When your team is engaged, your project will thrive.” The question is, are you ready to make engagement a priority on your job sites?

 

FAQ

What are the three signs of a miserable job?
The three signs are anonymity, where employees feel invisible; irrelevance, where they don’t understand how their work matters; and immeasurability, where they can’t gauge their success.

How do you increase employee engagement in construction?
Start by getting to know your team members, helping them see how their work impacts the project, and setting clear, measurable goals so they can track their progress.

Why is employee engagement so important in construction?
Employee engagement leads to higher productivity, better morale, and reduced turnover. Engaged employees are more committed to the success of the project, which directly impacts 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

Team Balance and Health – Winning Teams

Posted on by Danny Jiménez⁩
Read 16 min

The Key to Sustainable Success in Construction

Construction is one of the most demanding industries. From early mornings to late nights, the work can feel relentless, and it’s easy to get caught up in the whirlwind of never-ending tasks. If you’re always at the job site, you might think that’s the only way to guarantee project success. But I’m here to tell you working longer hours doesn’t always mean better results. In fact, it can lead to burnout, strained relationships, and diminished team health.

This blog is about a principle that’s often overlooked: team balance. When your team is balanced, everything flows better. Projects run smoother, communication improves, and, most importantly, people go home on time to their families. Let’s explore how you can shift your team from working long hours to working smart, from a chaotic job site to a controlled, healthy environment.

The Long Hours Trap

One of the most common issues I see in construction is the expectation that the team has to work excessive hours for the project to succeed. The reality? It’s a dangerous myth. I’ve worked with superintendents who’ve had multiple divorces because they couldn’t balance their time between the project and their families. They would stay at the site until 7 p.m. or later, thinking that if they weren’t there, the job wouldn’t get done. But here’s the truth: that approach doesn’t work in the long run.

Excessive work hours aren’t a sign of dedication they’re a sign of poor planning. Teams that work these long hours often burn out. People become less efficient, mistakes pile up, and tensions rise. The project suffers, and so does everyone’s personal life. The pain here is clear: you’re sacrificing your team’s health and well-being in the name of productivity, but you’re not getting the results you want.

Overwork and Undercoverage

The failure pattern behind this issue is simple: overwork and undercoverage. When leaders set the example by working 80-hour weeks, they unintentionally encourage their teams to do the same. This sets a toxic precedent that work-life balance is unattainable in construction. Worse, it doesn’t allow for adequate team coverage. When a team is consistently overworked, it’s harder for them to take breaks, step away when needed, or cover for each other. This leads to fatigue, increased errors, and lower morale.

Understanding the Struggles of Team Fatigue

I’ve been in the trenches. I’ve worked in projects where I felt like I had to be there all the time to make sure things got done. The pressure is real. I get it it feels like if you don’t show up, nothing will move forward. But the truth is, that’s not sustainable, and it’s not healthy for anyone involved. It’s not just the workers who suffer, but their families too.

When your team is tired, stressed, and overworked, they’re not performing at their best. They’re not engaging with the work the way they should, and it starts to show in the quality, safety, and overall success of the project. That’s why balancing work and life is not just about reducing hours it’s about making sure that the hours worked are focused, efficient, and intentional.

Turning Things Around

I remember a high-profile project in the mountains where the team was facing similar issues. The superintendent had been working long hours, and it was taking a toll on him. But when we introduced systems that focused on team coverage ensuring that the right person was always in charge, even when others took time off the entire dynamic changed. The superintendent started taking vacations, leaving work at a reasonable hour, and, most importantly, his team knew exactly what needed to be done in his absence.

In one of our follow-up meetings, the lead superintendent told me, “This is the first time in my 40-year career that anyone has explained how a system could work to allow me to be home with my family on time.” It was a remarkable moment. This wasn’t just about reducing hours; it was about creating a system where the team worked together, with each member knowing their role and taking responsibility.

Work-Life Blend is the Goal

This story brings me to a key point: work-life balance is not about an equal split between work and personal life every single day it’s about work-life blend. I first heard the term from a respected project executive, and it made perfect sense. In construction, there are days when you have to put in extra hours, and that’s okay. But there should also be days when you can leave the office on time to attend your child’s baseball game or take a vacation without feeling guilty.

Work-life blend isn’t about diminishing one aspect of your life for the sake of the other. It’s about managing both so that you can excel at work while still maintaining your health, your relationships, and your well-being. This blend leads to a healthier, more engaged team that can work more effectively and deliver better results.

Building a Team That Can Cover Each Other

To achieve this balance, you need to set up a coverage system on your project. It’s simple, but it requires intention. The idea is that no one person should feel like they have to work 80 hours a week just to keep the project moving forward. Instead, team members should be able to step in and cover for each other when needed.

Here’s how you can do it:

  • Create Standard Meeting Systems: Start by ensuring that your team has a clear understanding of what’s going on at all times. Implement regular team meetings, weekly work planning sessions, and daily huddles where everyone knows what needs to be done and who is responsible for it.
  • Use Team Coverage Tools: A yearly and weekly calendar can be a game-changer. Plan ahead for vacations, doctor’s appointments, and other personal time off. Use tools like Outlook or printed boards to visualize who is covering what.
  • Train Your Team to Lead: Ensure that your team is trained to take on leadership roles when needed. When the superintendent is away, the foreman should be ready to step up and lead the team without needing constant supervision. This creates a culture of responsibility and trust.
  • Foster Open Communication: Team members should know what’s expected of them, and they should be able to communicate freely about issues that might arise. Transparency is critical here—make sure everyone knows where to turn when a problem comes up.

Take Action Today

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But beyond that, implementing a solid coverage system requires consistent action. Don’t wait for a crisis to hit before you put these systems in place.

Start by making team balance a priority in every meeting. Encourage your team to take time off, and hold them accountable for doing so. Implement systems to track coverage and ensure that everyone is clear about their roles and responsibilities. By doing so, you’ll create a work environment where your team feels supported, healthy, and ready to perform at their best.

Connecting to Elevate Construction’s Mission

At Elevate Construction, our mission is to create sustainable, high-performance teams. We believe that a balanced team is a successful team. By prioritizing the health and well-being of everyone on the job site, we ensure that projects are completed on time, on budget, and with the quality the client expects.

A Call to Action

If you want your project to be successful, it starts with balance. The key to maintaining stability on the job site is to ensure that every team member has the support they need to succeed not just at work, but in their personal lives too. As Jason Schroeder always says, “A stable project site leads to a stable life.” The time to act is now. Start building your coverage systems today and create a team that is healthy, happy, and ready to deliver excellence.

FAQ

What does team balance mean in construction?
Team balance means ensuring that no one person is overburdened with work. It’s about creating systems where team members can take time off while others step in to cover. It’s a blend of work and personal life that ensures everyone can perform at their best.

How do you achieve work-life balance in construction?
Achieving work-life balance requires creating systems for team coverage, encouraging open communication, and ensuring that no one is expected to work excessive hours. By planning personal time off and empowering team members to take on leadership roles, balance becomes achievable.

Why is team coverage important in construction?
Team coverage ensures that when one person takes time off, the rest of the team can step in and keep the project moving. It creates a culture of responsibility and ensures that work-life balance is maintained.

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

Building Trust – Winning Teams

Posted on by Danny Jiménez⁩
Read 15 min

The Cornerstone of High-Performing Construction Teams

Trust is the foundation of any successful construction project. Without it, teams can’t collaborate effectively, schedules slip, and quality suffers. For years, I’ve seen the damage that distrust can cause, not just to the project but to the people involved. But here’s the good news: trust can be built, even when it seems impossible. This blog will show you how intentional actions, vulnerability, and consistent behavior can transform your team from dysfunctional to high-performing.

The Cost of a Distrustful Team

In the construction world, trust isn’t a luxury it’s essential. But there’s a real problem on many job sites: lack of trust. I’ve worked on projects where teams didn’t trust each other, where people went behind each other’s backs, or where communication was so fractured that it led to costly mistakes. When there’s no trust, collaboration turns into coordination, at best. Without trust, you’re not a team, you’re just a group of people working next to each other.

The real cost of distrust goes beyond the immediate project it affects morale, leads to mistakes, and creates a toxic culture. We’ve all seen it. We’ve all lived it. It’s easy to blame individuals when things go wrong, but the problem usually runs deeper: a system that hasn’t fostered trust.

Systemic Issues, Not People Problems

What’s the failure pattern that leads to this? It’s often rooted in a lack of transparency, inconsistency, and avoidance of hard conversations. When teams aren’t intentionally building trust, they end up working in silos. Miscommunication happens, mistakes snowball, and the project starts to feel like it’s slipping away from you. Leaders who fail to lead with integrity or transparency create a culture where trust can’t take root. The failure pattern isn’t about individuals it’s about the system not providing the tools to create an environment of trust.

Understanding the Real Struggles

I get it. Building trust is tough. I’ve been there, in teams where the atmosphere is anything but supportive. But here’s the thing: trust can be cultivated, even in challenging situations. I’ve seen it happen. The key is to start by acknowledging that trust isn’t automatic it’s something you build day by day. You have to be vulnerable and open, and that’s not always easy, especially when there’s a history of broken trust. But that vulnerability is the catalyst for change.

From Dysfunction to High Performance

Let me share a story that illustrates how trust can be built, even in the toughest situations. There was a project I worked on a few years ago a research lab two hours away from the main office. The team was new, with no history of working together. In fact, some of us didn’t even like each other. There was no trust to begin with. But over time, we began to turn things around, thanks to a project manager who led by example.

This project manager who I have a great deal of respect for demonstrated transparency like I had never seen before. He shared everything: emails, texts, decisions. He always did what he said he would do, even when it was difficult. At first, I didn’t trust him. It felt strange and uncomfortable. But slowly, his actions proved to me that I could rely on him. Over time, that transparency started to build trust between us, and eventually, trust started to grow within the entire team. We went from being a group of individuals to a unified, high-performing team.

Vulnerability is the Key to Trust

I can’t stress this enough: vulnerability is a key ingredient in building trust. And there’s no one who talks about vulnerability better than Brene Brown. I’ve read all her books, and they’ve had a huge impact on my approach to leadership and trust. In fact, the behaviors we exhibited on that project a culture of vulnerability, transparency, and accountability are directly aligned with Brown’s teachings.

In her work, she emphasizes seven principles to build trust, and I’ve seen them work firsthand. First, there’s boundary setting, which is crucial for collaboration. It’s about knowing and respecting each other’s limits. Then there’s reliability: doing what you say you’re going to do, no matter how small. Accountability is next acknowledging mistakes and fixing them instead of sweeping them under the rug. Vault closing refers to maintaining confidentiality and trust in handling sensitive information. Integrity comes next, and it’s about sticking to your values and never compromising them. Then, there’s being non-judgmental and generous in your approach to problem-solving and communication.

When these principles are consistently practiced, trust starts to grow. It doesn’t happen overnight, but with intentionality, it builds over time. And that’s the real magic of trust: it’s built in micro-actions, not grand gestures.

Four Key Principles to Build Trust

Over the years, I’ve refined the key principles that help build trust on construction teams. If you want to build trust, start with these four actions:

  • Do What You Say You Will Do: Trust is built on integrity and consistency. When you follow through on your commitments, no matter how small, you prove that you can be relied upon.
  • Micro Actions Matter: It’s the little things that add up. Show up on time, return calls promptly, and follow through on the small promises you make. These actions build trust incrementally.
  • Be Transparent: Share information openly with your team. When you hide things, even small things, it undermines trust. Transparency creates an open environment where everyone feels included and informed.
  • Be Vulnerable: Trust requires vulnerability. Show your team who you truly are. Admit your mistakes, ask for feedback, and be open to others’ ideas. Vulnerability fosters a culture of trust that grows organically.

These principles have helped me transform teams from dysfunctional to high-performing, and I know they can do the same for you.

How to Build Trust on Your Team

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But building trust requires action on your part. Start by implementing these practical steps:

  • Set Clear Expectations: Build trust by defining roles and responsibilities clearly. Make sure everyone knows what’s expected of them and what they can expect from others.
  • Encourage Open Communication: Create an environment where feedback is welcomed and conflict is addressed constructively. When problems arise, tackle them as a team, not in isolation.
  • Focus on Continuous Improvement: Trust is an ongoing process. Regularly check in with your team to ensure that the culture of trust remains strong. Make adjustments when necessary and always be looking for ways to improve.

By focusing on these areas, you can create a culture of trust that drives your project forward and ensures long-term success.

Elevate Construction’s Commitment to Building Trust

At Elevate Construction, we believe that the foundation of any successful project is trust. We work with teams to build systems that foster trust and communication, creating an environment where collaboration and performance thrive. Trust is at the heart of everything we do, and it’s the key to achieving project goals on time, within budget, and with quality.

A Challenge for You

Building trust is a challenge, but it’s one worth taking on. If you’re not intentionally creating trust on your project, it’s time to start. As Jason Schroeder always says, “Trust is the foundation of everything we do.” The question is: are you ready to do what it takes to build it?

FAQ

Why is trust so important on construction teams?
Trust is the cornerstone of collaboration. When trust exists, teams communicate better, solve problems faster, and deliver quality results on time and within budget.

How do you rebuild trust after it’s been broken?
Rebuilding trust starts with vulnerability and transparency. Acknowledge mistakes, follow through on commitments, and be open to feedback from your team.

What are some practical steps to build trust on a construction site?
Start by setting clear expectations, encouraging open communication, and leading by example. Focus on micro actions, be reliable, and create transparency in all decisions.

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

What Is Crashing In Project Management?

Posted on by Danny Jiménez⁩
Read 14 min

What is Crashing in Project Management?

Crashing in project management refers to the practice of accelerating a project by adding more resources to activities, typically those on the critical path. It may sound like a good solution to speed things up, but in practice, crashing often leads to negative consequences. When you increase resources whether that’s adding labor, working overtime, or bringing in additional materials it can create more harm than good.

While it seems like a quick fix, the reality is that crashing activities usually increases work in progress above the capacity of your resources, resulting in inefficiencies and delays. It’s important to understand the long term consequences of crashing and why it’s often not the best approach for improving project performance.

The Drawbacks of Crashing: Overproduction and Wasted Resources

One of the primary problems with crashing is overproduction, which leads to a cascade of waste throughout the project. Overproduction results in excess inventory, which then creates transportation, motion, defects, overprocessing, and waiting all of which are considered the “8 wastes” in lean construction. These wastes reduce the efficiency of the project and increase costs, leading to delays and a lack of productivity.

Crashing pushes teams to rush and “throw money at the problem” by bringing in extra crews and working overtime. However, this only exacerbates the issue. The additional labor and resources don’t solve the underlying problems; they simply create more complexity and confusion on site, resulting in lower productivity and more costly mistakes.

How Crashing Disrupts Team Dynamics and Productivity

Another significant issue with crashing is how it disrupts team dynamics. When you add more resources to a project, especially late in the game, it can lead to communication breakdowns and context switching. The more people involved, the more complex the task becomes, requiring additional coordination and introducing the risk of mistakes due to miscommunication.

Additionally, increased team sizes and adding more resources without proper onboarding leads to inefficiencies. Crews may not be familiar with the project or the systems in place, which means they will struggle to maintain the quality of work required. As a result, productivity slows down rather than accelerating.

Crashing also leads to fatigue. When teams are pushed to work overtime, they become fatigued, which negatively impacts their focus, quality of work, and decision making abilities. Rework becomes inevitable, and tasks that could have been completed quickly take significantly longer.

The Risks of Overburdening Resources: Muri and Mura Explained

Crashing activities adds more work to an already overburdened system. This concept is best understood through two Japanese terms, Muri and Mura, which describe overburdening and unevenness in the system.

  • Muri refers to the overburdening of resources, whether human or material. When too much work is added without considering the capacity of the system, it leads to burnout, mistakes, and inefficiencies.
  • Mura describes unevenness or variability. This happens when work levels fluctuate significantly some tasks may be overstaffed while others may not have enough resources, creating chaos and instability within the project.

These issues result in long periods of stops and starts, leading to inefficiencies and significant delays. The team is forced to recover from the inefficiencies caused by overburden and unevenness, further prolonging the project timeline.

Why CPM’s Approach to Crashing Leads to Project Failures

The Critical Path Method (CPM), which is widely used in project scheduling, typically leads to a situation where the critical path is the primary focus. This can be a huge problem, as CPM often dictates that activities on the critical path are “crashed” by adding more resources in an attempt to speed up the project.

However, the issue with CPM is that it lacks flexibility and doesn’t account for important variables like project flow, roadblocks, or the capacity of the team. CPM encourages a push system, which results in overproduction, overburdening, and unevenness.

When resources are rushed and projects are forced to move faster without considering capacity, they spiral out of control. This approach increases variability and introduces more waste into the system, ultimately causing delays and escalating costs.

Effective Alternatives to Crashing: Stabilize, Plan, and Flow

Rather than crashing activities, there are better approaches that can actually speed up the project without the negative consequences. The key is to stabilize the workflow, plan effectively, and improve the flow of work.

  • Stabilize the system by removing roadblocks, ensuring that materials and resources are in place before the work begins.
  • Plan effectively by focusing on proper resource allocation, accurate scheduling, and Last Planner System principles, which involve planning collaboratively with all stakeholders to ensure that the schedule is achievable.
  • Flow is the backbone of lean construction. By ensuring that work moves smoothly from one phase to the next without unnecessary interruptions, projects can accelerate without the need for rushing or panicking.

How the Last Planner System Helps Avoid Crashing

The Last Planner System (LPS) is a proven method that focuses on improving planning and execution while maintaining stable workflows. By involving all stakeholders’ foremen, workers, and project managers in the planning process, LPS helps create reliable schedules and commitments.

LPS focuses on the principles of continuous improvement and collaboration, ensuring that everyone involved in the project has clear expectations and understands their role. This results in predictable flow, which can keep projects on track without the need for crashing activities.

The Key to Faster Project Completion: Focus on Flow and Stability

If you want to speed up your project, the key is not to add more resources and pressure your team. Instead, focus on flow and stability. By addressing bottlenecks, removing obstacles, and ensuring that every task is properly prepared and planned, you can achieve faster results without the waste, overburden, and disruption caused by crashing.

When the focus is on one piece flow, visual systems, and continuous improvement, projects can progress steadily, and delays can be avoided.

What You Can Do Instead of Crashing to Improve Project Performance

Rather than crashing, consider the following actions to improve project performance:

  • Focus on removing roadblocks early in the process.
  • Implement the Last Planner System to align teams and ensure realistic commitments.
  • Ensure that your work packages are well defined and ready before they reach the team.
  • Invest in proper training and team health to avoid overburdening and uneven workloads.
  • Prioritize stability and predictable flow over rushing and pushing.

FAQ

What is the main issue with crashing in project management?
Crashing creates overproduction, overburdening of resources, and unevenness, which leads to waste, delays, and decreased productivity. It disrupts the flow of work and increases the chance of rework.

How does the Last Planner System help avoid crashing?
The Last Planner System improves planning and coordination, focusing on collaboration and realistic commitments. This helps create a predictable flow and avoids the need for crashing activities.

What are Muri and Mura in project management?
Muri refers to the overburdening of resources, while Mura refers to unevenness in the workload. Both lead to inefficiencies, slowdowns, and disruptions in project performance.

How can I speed up my project without crashing?
Focus on stabilizing the workflow by removing roadblocks, ensuring proper planning, and improving flow through collaborative efforts and continuous improvement methods like the Last Planner System.

Is CPM a good method for project management?
While CPM can help with scheduling, it often fails to consider important factors like resource capacity and flow. Its focus on the critical path can lead to the negative consequences of crashing and overburdening the system.

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

The 7-Minute Miracle: Pride, Hospitality, and Excellence in Every Detail

Posted on by Danny Jiménez⁩
Read 16 min

Transforming Your Job Site Into a 7 Minute Miracle: How Leadership and Respect Can Eliminate Bottlenecks and Improve Site Performance

In construction, we often talk about speed and efficiency. But what if I told you that the key to running a smooth job site doesn’t just lie in tools, materials, or processes? What if I told you that the key is in human connection and respect?

In my years of experience in the field, I’ve seen the power of a job site that runs like a well oiled machine not just because of the equipment or planning, but because of the pride, respect, and love that each worker brings to the job. When your workers feel valued, when they are acknowledged and given ownership over their work, everything shifts.

The Pride and Power of the 7 Minute Miracle

I recently learned about something called the “7 Minute Miracle” from a video that introduced me to the remarkable story of TESSEI, a company that transformed the cleaning process on the Shinkansen (Japan’s bullet train). What they did wasn’t about cutting corners or streamlining the process what they did was create an environment where workers felt pride in their work.

The cleaners were not just doing their jobs; they were recognized as essential to the success of the entire operation. They wore uniforms, received the best equipment, and were taught not just to clean but to embrace the idea of customer service and pride in craftsmanship. They even had a system where their actions like helping passengers or providing extra customer service were recognized and celebrated.

This process became known as the “7 minute miracle.” In just seven minutes, a train would be cleaned and ready for the next set of passengers. But more than the speed, it was about creating a rhythm, an environment where the workers were motivated and proud to be part of something bigger than themselves.

You see, pride and respect for your craft can change the entire game. It’s not about doing the bare minimum it’s about fostering a sense of belonging, a sense of purpose. In construction, we have the same opportunity to transform our job sites, making them not only more productive but also healthier and more positive environments for everyone involved.

The Connection Between Leadership and Respect

The transformation of the TESSEI team didn’t just happen by chance. It required a shift in leadership. When the leaders began treating their workers with respect acknowledging their contributions, investing in their tools, and teaching them to value their role it changed the entire culture of the workplace. This is where the magic happened.

Similarly, when we apply this leadership philosophy to the construction industry, we begin to see remarkable shifts in productivity, morale, and even safety. For example, I’ve seen job sites where workers felt like cogs in the machine treated poorly, unacknowledged, and without pride in their work. Those sites are where graffiti, vandalism, and lack of care become the norm.

But when the environment shifts, when workers feel connected to the project and its purpose, everything changes. I’ve been on job sites where, even in the most challenging conditions, workers were calm, engaged, and driven. They didn’t just show up to do their job they showed up because they were part of something they were proud of.

The Power of the Morning Huddle: Bringing the Team Together

One of the most powerful tools I’ve found to create this transformation is the morning worker huddle. At the heart of this simple ritual is the idea of connection. It’s a moment where everyone, from the foreman to the field workers, comes together and acknowledges what’s important for the day. It’s an opportunity to talk about the work, reinforce the purpose, and build pride.

Here’s the truth: If you’re not taking the time to connect with your workers daily, you’re missing out on the opportunity to inspire, motivate, and lead them in the right direction. These huddles aren’t just for project updates they’re an opportunity to listen to the workers, hear their concerns, and acknowledge their contributions.

When you create an environment where workers feel seen, heard, and respected, they will take ownership of the project. They’ll go the extra mile without needing to be asked. The 7 minute miracle in TESSEI wasn’t just about speed it was about giving the workers the tools, the environment, and the respect they needed to perform at their highest level.

Creating Stability and Removing Bottlenecks Through Leadership

Another key element of creating a high functioning job site is stability. When your workers feel safe, not just physically but emotionally, they are more likely to perform at their best. This is where leadership comes into play. As a leader, you set the tone for the entire project. When you prioritize respect, communication, and continuous improvement, your job site becomes a place where everyone knows their role and the expectations are clear.

This stability isn’t just about managing tasks it’s about creating an environment where each worker is empowered to do their job without confusion or unnecessary stress. By providing the right tools, information, and support, you eliminate the bottlenecks that often slow down construction projects.

Continuous Improvement: The Kaizen Mindset

One of the core principles of Lean Construction and the Toyota Production System (TPS) is Kaizen, or continuous improvement. This philosophy emphasizes small, incremental changes that add up to significant improvements over time. By applying Kaizen to your leadership approach, you’re not just improving processes you’re improving the experience for everyone on the job site. When your workers see that you are committed to improving the work environment and supporting them in every way possible, they will reciprocate with dedication, creativity, and hard work.

In my experience, projects that implement a Kaizen mindset are the ones that consistently succeed. Workers on these sites don’t just see their work as a series of tasks they see it as an opportunity to contribute to something better. Whether it’s improving communication, safety practices, or overall efficiency, the key is continuous improvement. And the beauty of this mindset is that it’s scalable. From small residential projects to large scale commercial builds, Kaizen can be applied to any job site to remove bottlenecks and increase flow.

Bringing Respect, Pride, and Ownership to Your Project

Ultimately, the goal is to create a culture where your workers take pride in their work, understand their role in the larger picture, and feel supported by their leadership. This culture of respect and pride is what will drive your project’s success. It’s not about cutting corners or pushing your workers to do more than they can handle. It’s about providing the tools, training, and recognition they need to perform at their highest level.

If you’re ready to transform your job site, eliminate bottlenecks, and create a culture of respect and pride, then you’re ready for the 7 minute miracle. It’s time to show your workers that you believe in them, invest in their success, and hold them to the highest standards.

Call to Action

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Let us help you create a culture of excellence on your job site.

Conclusion: Leadership Through Respect and Pride

As we close out, remember that leadership isn’t just about managing tasks it’s about managing people. When you invest in your workers and show them respect, you create an environment where they will go above and beyond. It’s about creating a culture of pride, where every worker knows their contribution matters.

In the words of Toyota, “Continuous improvement is better than delayed perfection.” Let’s take that to heart and create job sites that are not only productive but a source of pride for everyone involved.

FAQ

What is the 7 minute miracle in construction?

The 7 minute miracle refers to creating a job site where workers are empowered, respected, and connected to the project’s purpose. This leads to higher morale, increased productivity, and a smoother workflow.

How can I create a culture of respect on my job site?

Start by holding daily huddles with your team, acknowledging their contributions, and actively listening to their concerns. Provide the right tools and training to help them succeed, and lead by example.

What is Kaizen, and how does it apply to construction?

Kaizen is the philosophy of continuous improvement. In construction, it means making small, incremental changes that improve processes over time, resulting in a more efficient and productive job site.

Why is employee recognition important in construction?

Employee recognition boosts morale, encourages ownership of the work, and creates a sense of pride in the project. When workers feel valued, they are more likely to go the extra mile and perform at their best.

How can I eliminate bottlenecks on my job site?

Eliminate bottlenecks by fostering clear communication, providing the right tools and materials, and creating a stable and supportive work environment where workers know their roles and expectations.

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

What Is KPI In Project Management?

Posted on by Danny Jiménez⁩
Read 13 min

What is a KPI and Why Does It Matter in Construction?

Key Performance Indicators (KPIs) are signals that tell you whether your project is on track or if adjustments are needed. They are critical to construction project management because they help measure success and guide decision making. But it’s essential to understand that a KPI is not just a report or dashboard it’s a tool that provides insight into the health of your project and can point out potential problems before they become costly issues.

For construction projects, KPIs should be aligned with the overall system to ensure that all aspects of the project are functioning well. For instance, if you focus too heavily on budget KPIs related to indirect costs (like general conditions), you might inadvertently overlook crucial components like training, prep time, or subcontractor costs, which could lead to larger failures in the system. KPIs should help you maintain balance and alignment across all areas of the project.

Leading vs Lagging Indicators: Which One Matters More?

There are two primary types of KPIs: leading indicators and lagging indicators. The key difference is when they provide value.

  • Leading Indicators: These are proactive and signal potential issues before they arise. By measuring processes that affect future performance, leading indicators help prevent problems before they occur. For example, tracking the percentage of workers with pre task safety plans or how quickly roadblocks are removed is a leading indicator that helps prevent delays and ensures a smooth flow of work.
  • Lagging Indicators: These reflect past performance. They tell you how well things have gone, but after the fact. Common examples of lagging indicators in construction include the number of injuries or incidents that have already occurred on site. While valuable for assessing what went wrong, lagging indicators can’t prevent future problems.

In construction, leading indicators are more useful because they provide real time data that helps prevent issues before they escalate.

Common Safety KPIs and Their Effectiveness

Safety is a top priority on any construction site, and KPIs play a crucial role in ensuring a safe environment. However, many safety KPIs are lagging indicators, such as tracking the number of injuries or first aid incidents. While these metrics are essential for understanding past incidents, they don’t help prevent accidents from happening.

To improve safety, leading indicators should be the focus:

  • Percentage of workers with pre task plans
  • Percentage of work with proper safety planning in place
  • Percentage of workers trained on safety practices

These proactive KPIs help ensure that the necessary safety measures are in place before work begins, reducing the likelihood of incidents on site.

Flow Based KPIs: Tracking Performance and Removing Roadblocks

In construction, flow is critical. It refers to the smooth, uninterrupted movement of work from one stage to the next. KPIs that track flow focus on maintaining this rhythm by identifying and eliminating obstacles that could slow progress.

Some examples of flow based KPIs include:

  • Perfect handoff percentage: This KPI tracks how well work is handed off from one team or stage to the next. A high percentage indicates that work is transitioning smoothly without rework or delays.
  • Roadblock removal average: This measures how quickly roadblocks are identified and removed. By addressing roadblocks before they impact the schedule, teams can maintain a steady flow of work.

These KPIs focus on ensuring that work is progressing without unnecessary interruptions, helping to prevent delays and keeping the project on track.

The Power of Percent Plan Complete (PPC) and Perfect Handoffs

Percent Plan Complete (PPC) is a valuable KPI in the Last Planner System because it tracks how many planned tasks were completed as promised. While useful, PPC is a lagging indicator because it reflects performance after the fact.

A more powerful KPI is perfect handoffs, which track how well work is passed between teams or stages. Perfect handoff percentage measures the effectiveness of communication and coordination between teams, ensuring that tasks are completed correctly before they are handed off to the next crew. High perfect handoff percentages reduce rework and delays, making it a more proactive KPI than PPC.

Measuring Team Health: A New Metric for Project Success

An often overlooked but essential KPI is the team health score, which measures the overall well being and effectiveness of the team. A low team health score indicates that there may be issues with morale, communication, or resource allocation, which could affect productivity.

Tracking this KPI regularly helps ensure that teams are working well together and that any issues are addressed before they affect project performance. When teams are healthy, collaboration improves, and the project runs more smoothly.

Essential Financial KPIs for Project Managers

In addition to operational KPIs, financial metrics are also critical for managing a construction project effectively. Some key financial KPIs include:

  • Gross profit margin: This KPI measures how profitable the project is, helping you identify if you’re staying within budget.
  • Contingency buckets: This tracks how contingency funds are being used, ensuring that unexpected costs don’t throw the project off track.

These financial KPIs ensure that the project remains within budget while still achieving its objectives.

How to Use KPIs to Improve Project Flow and Performance

KPIs are not just numbers to track they should be used as tools to improve performance and maintain flow. The key is to focus on leading indicators that help identify potential problems before they occur. By tracking the right KPIs, you can make informed decisions that keep the project on track and prevent delays.

Some steps for effectively using KPIs include:

  • Identifying potential roadblocks early on
  • Removing obstacles proactively
  • Ensuring teams are prepared and equipped before starting work
  • Monitoring progress regularly to catch any issues before they cause delays

Actionable KPIs: How to Measure Success Without Overcomplicating

With so many KPIs to choose from, it’s easy to get overwhelmed. The key is to keep it simple. Focus on KPIs that are directly actionable and truly help you improve performance. Too many KPIs can create confusion and divert attention from what really matters.

It’s important to prioritize KPIs that support the overall project objectives and drive the project forward without overcomplicating things.

FAQ

What is the difference between leading and lagging KPIs?
Leading KPIs provide real time data that helps prevent issues before they arise, while lagging KPIs measure past performance after the fact.

How can I use KPIs to improve safety on site?
Focusing on leading safety KPIs, like pre task plans and worker training, helps prevent accidents before they happen, rather than simply tracking incidents after the fact.

What’s the benefit of measuring team health?
A healthy team is more productive and collaborative. Measuring team health ensures that any underlying issues are addressed early, helping the project run smoothly.

How do flow based KPIs help in construction?
Flow based KPIs like perfect handoff percentages and roadblock removal averages ensure that work progresses without interruptions, reducing delays and keeping the project on schedule.

Can I use financial KPIs to track project performance?
Yes, financial KPIs like gross profit margin and contingency tracking ensure that the project stays on budget and remains financially viable throughout its duration.

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

POND Meetings Explained: The Better Alternative to POD Meetings

Posted on by Danny Jiménez⁩
Read 13 min

POND Meetings: Plan the Next Day to Protect Crew Production

Most projects start the day with a Plan of the Day meeting and wonder why production still feels chaotic by mid morning. Crews show up ready to work, but foremen are tied up in meetings, decisions are still getting made, and roadblocks are discovered too late. By the time alignment happens, half the day is gone. That pattern isn’t a people problem. It’s a system problem.

The intent behind POD meetings is good. Leaders want alignment and visibility before work starts. But the timing works against the field. Morning is when crews should be installing, not waiting. When planning happens at the same time production should be happening, the system creates delay, variation, and frustration every single day.

The alternative is simple and powerful: plan tomorrow, today.

Why POD Meetings Fail in the Morning

Morning POD meetings steal time from the most valuable production window of the day. Crews arrive energized and ready, but their leaders are pulled away to plan instead of lead. That gap creates uncertainty on the ground. Workers wait. Materials aren’t where they should be. Constraints surface after work has already started.

This isn’t about bad foremen or uncommitted trades. The system is asking people to do two critical things at once: plan and produce. When that happens, both suffer. Planning becomes rushed, and production starts fragmented. The result is a slow, uneven start that compounds across the day.

When leaders meet in the morning to decide what should already be decided, the system guarantees variation. And variation is the enemy of flow.

The Real Cost: Crews Start Leaderless at Peak Productivity

The most expensive moment on a jobsite is a crew standing still. Morning POD meetings create exactly that condition. Foremen are unavailable, questions go unanswered, and work doesn’t start clean.

Even when crews “stay busy,” they often start the wrong work or sequence tasks poorly because clarity isn’t there yet. That leads to rework, interruptions, and downstream conflicts that could have been prevented with better timing.

The system failed them. The people didn’t fail the system.

What a POND Meeting Actually Changes

A POND meeting Plan of the Next Day happens in the afternoon. Tomorrow’s work is planned while today’s conditions are visible and fresh. Decisions are made with real information, not assumptions made early in the morning.

By the time crews arrive the next day, the plan is already set. Materials are staged. Constraints are removed. Foremen are present with their crews instead of stuck in meetings. The day starts clean.

This shift protects production instead of disrupting it.

Roadblocks, Full Kit, and “Make Ready” the Day Before

Planning tomorrow today allows teams to focus on making work ready. Roadblocks are identified early enough to actually remove them. Full kit labor, materials, information, tools, space is confirmed before crews show up.

When roadblocks are found in the morning, it’s already too late. When they’re found the afternoon before, the system has time to respond.

This is how short interval planning is supposed to work.

Rhythm Matters: Plan → Communicate → Build → Report

A stable rhythm creates stability in the field. POND meetings establish a clear cadence: plan tomorrow, communicate expectations, build today, then report back.

This rhythm reduces surprises. Crews know what’s coming. Leaders know what support is needed. Handoffs improve because commitments are made with intention, not pressure.

Flow replaces firefighting.

Stop Creating Variation That Toasts Half the Day

Every morning POD meeting introduces variation right when the system needs consistency. Start times drift. Information trickles out. Crews wait for answers that should already exist.

POND meetings remove that variation by shifting decision making earlier. Tomorrow becomes predictable. Today becomes productive.

Signs Your POD Meetings Are Hurting Production

  • Crews start work late even though they arrive on time
  • Foremen are unavailable during the first hours of the shift
  • Materials and information are “almost ready” every morning
  • Roadblocks are discovered after work has already started
  • Production ramps up slowly instead of starting strong

Foreman Fatigue vs Crew Success: The Right Tradeoff

Some leaders resist POND meetings because afternoons already feel full. It can seem easier to push planning to the morning. But that convenience comes at the expense of the crew.

The system should protect the people doing the work. If foremen are overloaded, that’s a signal to fix the support system not to sacrifice crew productivity.

The worker and the foreman are king. Everybody else supports the king.

The Support Triangle: Workers and Foremen at the Top

In a healthy system, leadership exists to support production. That means planners, managers, and executives organize their work around what crews need to succeed tomorrow not what feels convenient today.

POND meetings reinforce that mindset. They put workers and foremen at the center and align the system around them.

How POND + Worker Huddles Strengthen Last Planner

POND meetings set the conditions. Morning worker huddles execute the plan. Together, they create strong commitments and reliable handoffs.

This strengthens the Last Planner System by improving make ready, reducing surprises, and increasing plan reliability. Promises mean more because they’re made with clarity and support.

The Field Standard: What “Good” Looks Like Tomorrow Afternoon

A strong POND meeting is focused, disciplined, and future oriented. It answers one question: what does tomorrow need to look like for crews to succeed?

What to Cover in a POND Meeting So Tomorrow Starts Clean

  • Confirm the exact work planned for tomorrow by zone and crew
  • Identify and remove roadblocks while there is still time
  • Verify full kit: labor, materials, tools, information, access
  • Align handoffs so crews can start without waiting
  • Confirm start times and expectations clearly

When planning is done at the right time, production becomes calmer, faster, and more reliable. Crews start strong. Leaders lead instead of chase. The system finally supports the people.

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

The challenge is simple: stop planning today’s work when today has already started. Plan tomorrow, today. Protect the morning. Protect the crew. As a reminder, “The worker and the foreman, they are king. Everybody supports the king.” On we go.

FAQ

What is the difference between a POD and a POND meeting?
A POD meeting plans work the same morning crews are expected to build, while a POND meeting plans the next day’s work in advance. POND meetings protect production time and reduce variation.

Do POND meetings replace morning huddles?
No. POND meetings set the plan, while morning worker huddles communicate and execute it. Both are needed for strong daily rhythm.

What if afternoons are already overloaded?
That’s a system signal. Overloaded afternoons mean the support structure needs adjustment so planning can happen without stealing production time.

How does this connect to Takt planning?
POND meetings support Takt by stabilizing daily commitments, improving handoffs, and protecting flow within zones and sequences.

Will trades resist this change?
Most trades prefer it. Starting the day with clarity and full kit reduces frustration and makes work easier to perform successfully.

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

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

    agenda

    Day 1

    Agenda

    • Intro to Camp
    • Set Expectations
    • Morning Routine
    • Plan Day
    • Explain "Why"
    • Teams Intros + Yells + Expectation
    • Focus, Physiology, Words + Yells
    • Blocks to Leadership
    • 50 Million
    • Biggest Thing
    • Choose Your Word
    • Marketing Exercise
    • Interview for the Project
    • PO Homework and Close the Day

    Outcomes

    • Understand how to get into a proper state to lead
    • Understand how to dig deep to find the confidence to lead
    • Team work and collaboration
    • Understand marketing
    • Understand how to interview for and win a project

    Day 2

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Macro Takt planning
    • Setup jobs + Signs + Logistics
    • Explain the IPCS™
    • Detailed logistics training
    • Team balance & health training

    Outcomes

    • Learn the IPCS™ understand how to integrate the entire project from start to finish with First Planners™ and Last Planners® through the Takt Production System®
    • Learn how to review a project
    • Learn advanced logistics
    • Learn team balance and health

    Day 3

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Review How Big Things Get Done
    • Review IPCSTM
    • Fix (Schedule, zone, logistics, trailer, org & procurement)
    • Fresh Eyes Meeting
    • Pre-Con Overview
    • TAKT SIMULATION
    • Recap and Review

    Outcomes

    • Understand why and how to plan
    • Understand the benefits of using a Takt production plan
    • Learn the steps to proper pre-con that sets the project up for success
    • Learn how to review a project in a Fresh Eyes Meeting
    • Learn flow from Takt planning

    Day 4

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Opposing Squares
    • Pull Plan
    • Takt Remaining
    • Norm Update
    • Re Zoning
    • Risks & Pre-Con Align
    • Meeting System
    • Problems
    • Recap

    Outcomes

    • Understand the Norm level Takt plan for weekly/daily planning
    • Benefits and outcomes of rezoning strategies
    • Using meetings to feed information through the system and to the Foremen

    Day 5

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Huddle I.D.S
    • Day Plan
    • Worker Huddle
    • Norm Update
    • Team Huddle
    • Lean Systems Recap
    • Feedback Exercise
    • Final & Close

    Outcomes

    • Know what information is needed and how to get it to the Workers
    • Better understand how to give feedback and why it’s crucial for everyone
    • How to problem solve as a team
    • Understand how all systems tie together
    • Know how the information gets all the way to the worker
    • Have perfect clarity on the individual’s personal organization planner