February 2026 - Page 2 of 2 - Elevate Constructionist

The Wheel of Life – You Have to Have Wins!

Posted on February 2, 2026February 2, 2026 by Danny Jiménez⁩

Read 15 min

The Wheel of Life: Balancing Construction and Personal Well-being

In the high-pressure world of construction, it’s easy to get lost in the grind. Schedules tighten, budgets tighten even more, and before you know it, the demands of the job outweigh everything else. But here’s the truth: you can’t build success in one area of life without considering the others.

This is where the Wheel of Life comes in.

The Cycle of Feeling Out of Control

As a project manager or superintendent, you’re no stranger to feeling overwhelmed. The long hours, tight deadlines, and constant pressure to perform can make it seem like you’re on a never-ending hamster wheel. Worse, it often feels like the harder you work, the more you’re pulled in every direction without ever making true progress.

It’s like trying to navigate through a maze that changes every time you make a turn. You run faster, but the walls close in even tighter.

One listener recently shared that their job felt “out of control” and spiraling. They were struggling to balance all the moving parts and constantly felt that it was “all my fault” when things went wrong. The feeling of failure weighed heavily because they were trying to keep everything under control, but never seemed to be able to.

Overcompensating for Everything

When you’re the one in charge, it’s easy to get caught in the trap of thinking that every setback is your responsibility to fix. But here’s the hard truth: it’s not all your fault.

This is a common pattern I see in the construction industry. Leaders often take on too much, feeling responsible for everything. They go into overdrive working extra hours, trying to patch up problems, and, ultimately, they burn out.

The core issue is that a lack of balance creates a ripple effect. When you try to focus all your energy on work, your personal life starts to crumble, leading to burnout and more stress. This impacts your performance, decision-making, and even relationships.

You’re Not Alone

I get it. I’ve been there. There was a time in my career when I thought I had to do everything myself. The weight of leadership felt like an anchor, pulling me down into the depths of stress. Every problem on the project was mine to solve, and I couldn’t let anyone else feel the pressure. I thought I had to “be the hero,” to be the person that always fixed everything.

But let me tell you: you can’t do it alone. This is something I had to learn the hard way. And if you’re feeling overwhelmed right now, it’s okay. It’s normal.

You’ve likely been trained to “just get it done,” no matter the cost. But that mindset is unsustainable. It leads to burnout, high turnover, and mistakes.

Finding Balance Through the Wheel of Life

The Wheel of Life is a framework that helps you assess the balance between the different aspects of your life. Instead of focusing solely on one area, like work, it encourages you to take a step back and evaluate the health of seven key areas of your life:

Physical body – Are you taking care of yourself physically?
Emotions and meaning – What meaning do you assign to your life, and how emotionally fulfilled are you?
Relationships – How are your personal relationships, and are you giving them enough attention?
Time – Do you manage your time well and set boundaries?
Work and mission – How aligned are you with your work goals, and do they align with your purpose?
Finances – Are you financially secure and managing money effectively?
Spirituality and contribution – How connected are you to something greater than yourself?

When you look at these areas on a wheel, they form “wedges” around the circle, representing the state of each area of your life. If one area is significantly lower than the others, it will make the wheel wobbly. And as Tony Robbins puts it: “A wobbly wheel isn’t going to get you anywhere fast.”

The Balance You Need to Lead Well

You can use the Wheel of Life exercise to understand where you are emotionally, physically, and professionally. Each area is graded from 1 to 10, with 10 being the ideal state. For example, you might rate your physical body as a 7, relationships as a 5, and your work as a 9.

The goal is to identify which area needs attention and then focus on improving it, rather than trying to fix everything at once. Here’s how to break it down:

Physical body: Start by prioritizing your health. Regular exercise, good nutrition, and rest are critical to maintaining your energy levels. It’s impossible to lead effectively if you’re not feeling your best.
Emotions and meaning: Take a moment to reflect on your purpose. Why do you do what you do? Are you aligned with your values, or are you just going through the motions? Find meaning in your work, your personal life, and the challenges you face.
Relationships: Strengthen your relationships with family, friends, and colleagues. Communication, love, and support are key to maintaining a positive, supportive environment.
Time: Create boundaries to preserve your time and avoid burnout. Learn to say no to unnecessary meetings and distractions. Prioritize time for your health, relationships, and personal growth.
Work and mission: Revisit your career goals. Are you on the right path? Are you doing work that fulfills you? Ensure your career aligns with your core mission and values.
Finances: Set clear financial goals. Whether it’s saving for retirement, paying off debt, or investing, being financially secure allows you to focus on other areas without stress.
Spirituality and contribution: Give back. Whether it’s through charity, mentorship, or simply being a good person, contributing to something greater than yourself will provide you with a sense of fulfillment.

Taking Action with a Structured Approach

Now that you understand the Wheel of Life and how to assess your current situation, the next step is to take action. Here’s what you can do:

Assess your current state: Use the Wheel of Life framework to evaluate each of the seven areas of your life. Grade each area on a scale of 1 to 10 and identify the areas that need the most improvement.
Set goals for improvement: Pick one or two areas to focus on improving. For example, if your physical health is at a 5, set a goal to improve it to an 8. Commit to regular exercise and healthy eating for the next month.
Make it a daily practice: Each day, dedicate time to work on the areas that need improvement. Small actions lead to big results. By consistently improving each area, you’ll notice a shift in your overall well-being.
Track your progress: Reflect on your progress weekly. Are you seeing improvements in your health? Are you finding more balance in your time and relationships? Keep a journal and track how you’re improving.
Celebrate wins: Acknowledge the progress you make, no matter how small. Celebrate each milestone along the way.

Stabilize, Schedule, and Flow

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Our training and coaching services are designed to create balance and improve overall performance.

The Importance of Balance in Leadership

As a leader, you’re expected to carry the weight of your project and your team. But without balance in your life, you’ll struggle to keep up the pace. The Wheel of Life helps you assess where you’re falling short and take action to get back on track.

In the words of Jason Schroeder: “You can’t lead effectively if you’re not living well.”

FAQs

What is the Wheel of Life?

The Wheel of Life is a framework that helps individuals assess and balance key areas of life, including physical health, relationships, work, finances, and personal growth. It’s designed to provide clarity on areas that need improvement.

How can I use the Wheel of Life in construction?

In construction, balancing work, health, and relationships is crucial for effective leadership. Using the Wheel of Life allows project managers, superintendents, and other leaders to identify areas of life that need attention, improving their overall effectiveness and well-being.

What should I do if my work is unbalanced?

If your life feels unbalanced, start by assessing where you are using the Wheel of Life. Then, focus on improving one or two key areas. Implement small, daily changes and track your progress to see tangible results.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go

Calumet “K” – Chapter 4 – BONUS

Posted on February 2, 2026February 2, 2026 by Danny Jiménez⁩

Read 16 min

Building Success Through Collaboration: How to Get Superintendents and Trade Partners to Work as One

One of the most significant pain points in construction today is how to get everyone on the project, from superintendents to trade partners, to truly collaborate. It’s not enough to just get the work done; we need to foster a culture where everyone is working toward the same goal, making money, achieving milestones, and maintaining the quality that clients demand. But the question is, how do we break down the barriers that keep teams from working cohesively? How do we shift from a siloed environment to one where collaboration is the foundation of success?

Let’s dive into how we can make this happen, but first, let me share a story from my career that illustrates why collaboration is so essential.

Dysfunctional Team Dynamics

If you’ve ever worked on a project where there’s a disconnect between the office team and the field team, or where trade partners are not seen as valued collaborators but rather as “hired help,” you know exactly what I mean by dysfunction. This lack of collaboration often results in poor communication, mistakes, safety concerns, missed opportunities for innovation, and ultimately, projects that miss deadlines and exceed budgets.

We often think about our trade partners as external parties, working under us, but that mindset only leads to trouble. Success on a construction project doesn’t happen in isolation. If we want to scale our operations and build better projects, we need to bring our teams together because no general contractor can be successful without the success of the trade partners.

Here’s where the failure pattern starts to unfold: We often treat our trade partners like second-class players, not giving them the respect and collaboration they deserve. We undercut their ability to be successful by focusing on squeezing margins and cutting corners. When we do this, the project doesn’t flow the way it should, the work isn’t of the highest quality, and, most importantly, the relationship with our trade partners erodes.

Treating Trade Partners as Subordinates, Not Collaborators

The biggest failure I see in the construction industry today is a lack of respect for trade partners. Sure, we “contract” with them, but we fail to treat them as true partners in the process. Instead of fostering collaboration, we treat them as hired hands out there to execute a task and then disappear, without any real ownership or sense of pride in their work.

This lack of collaboration directly impacts the project’s success. You can’t expect a trade partner to go above and beyond for you if they feel disrespected or underappreciated. But this isn’t just about respecting people; it’s about business outcomes. A happy, motivated team, where everyone feels like they’re part of the process, will always outperform a team that is segmented and working in silos.

Why Collaboration Matters

I understand that creating collaboration on a job site can feel like an uphill battle. It’s easy to get caught up in the day-to-day struggles of trying to keep everything on track. You’re fighting the clock, managing budgets, keeping the team in line and it often feels like the last thing you have time for is collaboration.

But let’s take a step back and think about the bigger picture. You’ve been there. You’ve worked with teams who were disjointed, frustrated, and felt like they were just following orders. It’s exhausting. On the flip side, when you have a team that works well together, supports each other, and communicates openly, you see a completely different outcome.

Here’s an example from my own experience: On one of my biggest projects, we had a serious issue with safety and site security. There was a time when the project manager and I were at odds with a trade partner, a division 17 contractor. They had some security issues on site, and it was becoming a nightmare. The concrete placement wasn’t going as planned, and we were dealing with chipped masonry and damaged conduits serious problems that were causing delays.

But instead of escalating the situation, I worked with them. We got to the root cause of the issue—poor communication and fixed it. It was tough, but we worked together to turn the situation around. That trade partner ended up being one of the most reliable on the project because we respected each other, communicated, and worked toward the same goal.

This is the emotional insight I want to share: Treating your trade partners as equals, giving them the tools to succeed, and ensuring they feel like part of the team doesn’t just improve relationships it leads to better outcomes for the project.

Total Participation for Success

So, how do we change the dynamic? How do we get everyone, from superintendents to trade partners, to see the value in collaboration?

It comes down to one thing: total participation.

Total participation means that everyone—superintendents, trade partners, PMs, and subcontractors is actively involved in the decision-making process. It’s not just about giving people a seat at the table. It’s about fostering an environment where everyone is encouraged to speak up, share ideas, and contribute to the project’s success.

When I think about how we can build collaboration, I think about a simple but powerful exercise I did years ago: a training where a group of people had to work together to solve a challenge. Everyone was given different pieces of the puzzle, and they had to communicate and collaborate to figure it out. It was tough at first. There was chaos. People weren’t listening. But when they finally shifted from “taking” to “giving,” that’s when things clicked.

In construction, this looks like regular huddles, where everyone shares what’s working, what isn’t, and how they can contribute to the solution. It’s about ensuring that the feedback loop is open, consistent, and collaborative.

Here’s how you can start making it happen:

Huddles and Meetings: Make sure everyone is involved in project planning and execution. Hold regular meetings that encourage feedback and collaboration.
Cascading Information: Information and goals should flow from the top down, but also from the bottom up. Everyone needs to understand how their work impacts the bigger picture.
Role Clarity and Accountability: Each member of the team must understand their responsibilities. When everyone owns their part of the project, it’s easier to work together to get the job done.

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. With the right frameworks in place, your team will be empowered to work as one cohesive unit, driving success for the entire project.

Build Trust, Set Expectations, and Follow Through

Now, what about the day-to-day practicalities of making collaboration work? It all starts with setting clear expectations and building trust.

Set Expectations from the Start: Ensure everyone knows their roles and responsibilities. From the superintendent to the field workers, everyone should know exactly what they’re accountable for.
Build Trust Through Communication: The more you communicate, the more trust you build. Simple things like clear signage, detailed work orders, and open feedback loops make a huge difference in creating an environment of mutual respect.
Give Your Team the Tools to Succeed: Whether it’s training, clear processes, or access to resources, make sure your team has what they need to succeed. They’ll feel empowered, which will drive better results.

Collaboration is a process that requires patience and consistent effort. But when done right, it creates an environment where people are invested in the outcome of the project and that’s where true success happens.

Scale Success Through People

At Elevate Construction, we believe in scaling operations through people—not processes. When everyone feels connected to the goal and respected as a vital part of the team, that’s when the magic happens. Projects don’t just finish on time and on budget—they’re completed with pride, quality, and satisfaction.

As Jason Schroeder often says, “The foundation of any great project is the people who make it happen.”

FAQs

How do I improve collaboration on my construction projects?
Collaboration begins with clear communication, role clarity, and regular feedback. Use huddles and meetings to ensure everyone is on the same page, and create an environment where everyone can contribute.

What’s the role of superintendents in building a collaborative team?
Superintendents play a crucial role in setting the tone for collaboration. By fostering open communication, encouraging team input, and ensuring everyone feels valued, superintendents help create a cohesive team.

How do I handle negative or uncooperative trade partners?
Start by fostering a culture of open communication and accountability. If a trade partner consistently fails to meet expectations, address the issue directly, but always focus on finding solutions, not assigning blame.

Building a culture of collaboration isn’t just a nice-to-have it’s a must-have for any successful construction project. Start with clear expectations, strong communication, and a focus on respect and trust. The results will speak for themselves. On we go.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Start in the Bathroom!

Posted on February 2, 2026February 2, 2026 by Danny Jiménez⁩

Read 14 min

How the State of Your Bathrooms Sets the Tone for Your Project’s Success

Imagine stepping onto a construction site. The team is grinding through their tasks, and the project is moving forward, but there’s one glaring issue: the bathroom facilities. If the restrooms are dirty, poorly stocked, or unpleasant, what does that say about the respect and care you have for your team? How does it reflect the overall project culture? As I’ve learned over the years, the state of your bathrooms is directly tied to the culture of your construction project and it can make or break the team’s morale and efficiency.

This concept goes beyond just keeping things tidy it’s about setting the stage for respect, stability, and improvement in everything you do. Here’s why I believe that the quality of your bathrooms is just as critical as your project schedule or budget.

The Importance of Respect in Construction Culture

I’ve always maintained that the cornerstone of Lean systems is respect for people. When I look at the fundamentals of Lean, it’s clear to me that respect is where everything begins. You can’t have continuous improvement or stability on a project unless people feel respected, and they’re never going to feel respected unless you start by providing basic systems that reflect care for their well-being.

And let’s face it no one feels respected when they have to use an unsanitary, poorly maintained bathroom on the job site. This seemingly small issue is actually a huge indicator of how the workers will perceive the rest of the project, the leadership, and even their role within the team.

A Reflection on Morale and Worker Respect

I remember a project I worked on years ago, where we decided to really raise the bar when it came to our worker facilities. The client was asking for a standard facility setup, but I could see that the bathrooms would be a reflection of how much we truly cared about the team. We gutted an old trailer, painted the interior white, added music, proper lighting, and even gave workers a place to store their tools. The difference in worker satisfaction was immediate. It wasn’t just about comfort it was about a sense of dignity. When people felt cared for in this small way, they gave more to the project, both in quality of work and attitude.

This is the lesson I’ve carried into every project since: how your bathroom goes, so goes your project.

From the Bathroom to the Entire Site

The lesson here isn’t just about bathroom cleanliness it’s about respect, and Lean principles are rooted in respect for people. If we want to improve overall project outcomes, we need to start by respecting the workers who are on the ground doing the work. It starts with small things, like providing a clean and functional bathroom, and builds from there.

In his work, Paul Akers emphasizes that Lean begins with respect for people and extends to creating a stable environment where continuous improvement can take place. Without stability, you can’t implement meaningful improvements. And without respect, you can’t create the type of environment where stability is possible.

This simple principle can extend to other areas on your construction site. If you truly want to create a culture of collaboration, respect, and continuous improvement, start by taking a hard look at the basics. Bathrooms are just one piece of the puzzle, but they symbolize a larger mindset shift in how you treat your team and your craft.

How to Improve Your Construction Site Culture

Invest in Clean, Respectful Facilities: If you want your team to care about their work, show them respect in tangible ways. This includes the facilities where they spend time. Clean bathrooms, stocked with toilet paper and basic supplies, can go a long way in improving morale and setting a positive tone on your project.
Set Up Systems for Stability and Respect: Lean systems start with respect. Respect for your team’s well-being, both physically and emotionally, creates the stability needed to foster continuous improvement. It’s not just about Lean tools it’s about creating an environment that supports those tools.
Communicate with Your Team: Lean systems thrive on communication. By ensuring workers have the resources they need, fostering collaboration, and maintaining open lines of communication, you’re setting up your project for success. It’s not just about the tasks at hand it’s about how those tasks are approached and completed with the support of the team.

Two Sections for Success

Here are a couple of ways you can create a respectful and effective culture on your project:

Invest in Quality Bathrooms:

Provide clean, well-stocked bathrooms.
Ensure frequent cleaning (I recommend at least three times a week, but daily is ideal).
Add basic comfort elements like music, proper lighting, and a space for workers to store their tools.

Enhance Communication and Team Participation:

Hold daily huddles and worker meetings to ensure alignment.
Regularly check in with the team to gather feedback and input.
Promote collaboration between superintendents, foremen, and workers to create a cohesive work environment.

Practical Steps for Implementing Lean on Your Site

Implementing Lean systems on your construction site doesn’t have to be complicated, but it does need to be done thoughtfully and consistently. Here are a few practical steps you can take:

Start with Respect: The condition of your bathroom reflects how much you respect your team. Don’t overlook this small but impactful detail.
Use Lean to Improve Systems: Don’t just focus on the technical aspects of the job—ensure that the systems in place for communication, scheduling, and resource allocation are running smoothly.
Make Continuous Improvement a Priority: Lean is all about getting better each day. Encourage your team to offer suggestions for improvement and incorporate those ideas into daily operations.

Elevate Construction is here to help if your project needs superintendent coaching, project support, or leadership development. We specialize in helping field teams stabilize, schedule, and flow effectively.

Lead by Example and Build a Culture of Success

When it comes to Lean, the lessons we learn can be applied in both big and small ways. From the bathroom facilities on your job site to the way you manage your project team, respect is the cornerstone of everything you do. When you prioritize respect, stability, and continuous improvement, you’ll see a project team that is engaged, motivated, and committed to delivering remarkable results.

Remember, if you want your workers to care about the work they do, you have to show them that you care about their well-being. This doesn’t mean extravagant perks sometimes it’s the simplest things, like a clean and functional bathroom, that speak volumes.

In the words of Paul Akers: “Lean starts in the bathroom.” Take that to heart on your next project, and watch how it transforms the culture on-site.

FAQ Section

Why is bathroom cleanliness important on a construction site?
Bathroom cleanliness is a reflection of how a construction team is treated. Providing clean, well-maintained bathrooms signals to workers that they are valued, creating a positive and respectful work environment.

How can Lean principles be applied to improve team participation on construction projects?
By promoting total participation, communication, and accountability, Lean systems ensure that all team members contribute to the project’s success. This includes providing workers with the resources they need to succeed and encouraging their input throughout the process.

What practical steps can I take to implement Lean on my site?
Start by creating a stable and respectful environment, communicate clearly with your team, and prioritize continuous improvement. Regular meetings, feedback loops, and support for your workers are essential for Lean success.

How can Elevate Construction help with Lean implementation?
Elevate Construction offers superintendent coaching, project support, and leadership development to help your teams stabilize, schedule, and flow effectively. Reach out for customized support to integrate Lean principles into your projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

They are Stealing It!

Posted on February 2, 2026February 2, 2026 by Danny Jiménez⁩

Read 15 min

Why Time is Your Most Valuable Commodity in Construction

Time it’s the one thing we all wish we had more of. Yet, despite its importance, we often treat it as an endless resource. In the construction world, time is especially precious. It dictates project timelines, resource allocation, and the overall success of our endeavors. But how often do we waste it? The truth is, many of us allow our time to slip away without a solid plan, ultimately leading to stress, missed opportunities, and poor productivity.

At Elevate Construction, we aim to change that narrative by helping field teams, superintendents, and project managers regain control over their time. If you’re not managing your time effectively, you’re throwing away the most valuable asset you have. This blog is all about how you can take back control of your time and, ultimately, your success.

The Pain of Wasting Time

Have you ever been caught in a whirlwind of endless meetings, emails, and last-minute tasks? The cycle of inefficiency can leave anyone feeling drained, unproductive, and overwhelmed. In construction, this is especially true. As a superintendent or project manager, your day is often consumed with firefighting putting out one problem after another, without ever stopping to reflect on your productivity.

Let’s be clear: a lack of organization doesn’t just mean you’re losing time; it means your team is too. When leaders in construction aren’t managing their time efficiently, their teams follow suit, and the entire project suffers. Wasted time leads to delays, cost overruns, and a lack of flow. Without control over your time, you’re forced to react instead of proactively managing your project.

Overwhelmed, Disconnected, and Unproductive

It’s easy to fall into a pattern where you’re constantly reacting to problems. When you have no system for managing your day, your tasks, or your team’s workflow, it’s nearly impossible to stay ahead. This leads to a vicious cycle of inefficiency and frustration. If your time management system is nonexistent—or worse, disorganized—your entire team suffers.

What’s more, when you don’t have clear systems in place for organizing your day, you leave your team without direction. They’re left guessing at what needs to be done next. This not only reduces productivity but can also lead to confusion and unnecessary mistakes.

The failure pattern is common in construction: chaos from poor organization and a lack of planning. This isn’t a case of lacking effort. This is about not having the tools to stay organized and keep things moving efficiently.

Why We Let Time Slip Away

When you’ve been in the industry long enough, you begin to notice something. There are two types of workers: those who manage their time effectively and those who don’t. But why is it that some people seem to be perpetually disorganized, unable to get things done, while others always seem to have everything in control?

The answer often lies in one’s mindset. For many, time is taken for granted until it’s too late. They get caught up in a reactive mode, tackling tasks one by one without understanding the bigger picture. The root cause isn’t laziness or lack of discipline it’s a lack of clarity and organization.

A powerful moment of realization came to me early in my career when I witnessed a senior superintendent managing his tasks with a handheld recorder and a pad of paper. He would dictate his to-do list, and then methodically tackle each task. This simple system wasn’t just about organization; it was about reclaiming control. Seeing him execute tasks with such precision inspired me to develop my own organizational system.

Why You Need a Personal Organization System

I cannot overstate this enough: a personal organization system is critical for success in construction. Without one, you’re wasting time and energy. As I’ve learned over the years, time is the most valuable commodity in construction. We can earn more money, but we cannot earn more time.

So, what’s the solution? The answer lies in the principles taught in Getting Things Done (GTD) by David Allen. This book offers a step-by-step guide to reclaiming your time and focusing on the tasks that matter. The key steps are simple, but transformative:

Capture everything that has your attention or needs to be done.
Clarify what each task means and what the next action is.
Organize those tasks into actionable lists.
Reflect on your lists regularly to stay on track.
Engage by taking action on your tasks based on priority.

A Practical Framework to Get You Back on Track

For superintendents, project managers, and field engineers, personal organization can be a game-changer. But how do you implement this in your busy construction world? Here’s how you can start:

Establish a Personal Organization System: Whether it’s a notebook, an app, or a digital task manager, you need a system where you can track everything that’s on your mind. Every task, big or small, needs to have a place where it’s captured.
Prioritize Tasks Using Lean Principles: In construction, we often follow LeanTakt principles, focusing on the most important tasks and eliminating waste. Organize your tasks based on urgency and importance.
Block Time for Reflection and Planning: Each day, set aside time to review your to-do list and prioritize what needs to be done. This helps you focus on the tasks that will move the project forward and prevents you from getting sidetracked.
Train Your Team to Stay Organized: A good personal organization system isn’t just for the leader; it should be taught to everyone on the team. A well-organized project site runs like clockwork, with everyone aligned and focused on the same goals.

Key Benefits of a Personal Organization System:

Increased Efficiency: With a clear system in place, you can focus on what truly matters, eliminating distractions and focusing on tasks that add value.
Reduced Stress: When you manage your time effectively, you’re not scrambling to meet deadlines or fight fires. You’ll feel more in control and less overwhelmed.
Improved Communication: When everyone is organized, communication flows more smoothly, and tasks are completed more efficiently.

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

Get Started Today

Here’s the bottom line: If you’re not managing your time well, you’re not managing your project well. You’re wasting one of your most valuable resources, and that’s something you can’t afford to do.

So, let me challenge you: Start implementing a personal organization system today. Read Getting Things Done by David Allen, set up your to-do list system, and begin organizing your time. Don’t wait for tomorrow. Start today.

“Time is more valuable than money. You can earn money, but you can never earn more time.” – Jason Schroeder

FAQ

How can I implement a personal organization system on a busy construction project?
Start by capturing everything that needs your attention. Use a task manager or notebook to organize your thoughts. Prioritize tasks, and review them daily. Blocking time for reflection and planning will help you stay on track.

Why is personal organization important for superintendents and project managers?
Without a clear system for managing tasks, superintendents and project managers can easily become overwhelmed, leading to inefficiency, delays, and stress. A personal organization system helps prioritize tasks, improves efficiency, and reduces stress.

Can a personal organization system really improve project outcomes?
Yes! When time is managed effectively, projects run more smoothly, and teams are more aligned and focused. Personal organization leads to better communication, fewer delays, and a more successful project.

How do I get my team to stay organized?
Lead by example and implement systems that your team can follow. Teach your team to capture, clarify, and organize their tasks. Encourage daily planning and reflection so that everyone stays on track.

Where can I find more resources to improve my personal organization?
Read Getting Things Done by David Allen and listen to Elevate Construction podcasts for more tips. You can also reach out for coaching on how to implement these systems in your construction projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Operational Control System

Posted on February 2, 2026February 2, 2026 by Danny Jiménez⁩

Read 18 min

How to Achieve Operational Control and Collaboration on Your Construction Projects

Building a successful construction project requires more than just planning and technical expertise; it takes an intentional, well-organized, and collaborative approach to ensure everything runs smoothly. If you’ve ever felt like your projects could flow more efficiently, or that team dynamics and project communication could improve, then you’re in the right place.

At Elevate Construction, we’re all about creating operational control systems that work, leading to better collaboration, more profitable trade partnerships, and smoother project delivery. Today, we’re diving into a fundamental aspect of achieving success on your construction projects—how to balance command and control with collaboration to drive operational excellence.

Understanding the Conflict: Command and Control vs. Collaboration

The first thing I want to address is a common misconception in the construction industry: that command and control and collaboration are mutually exclusive. Some lean practitioners argue that you don’t need control—just invite your team to be a part of the solution and let them choose what’s best. While that sounds nice, it doesn’t work on a real construction site. I’ve seen it time and time again, where a lack of control leads to chaos, confusion, and missed opportunities.

As a superintendent, I know first-hand that if you don’t have control over your project, if you’re not holding your team accountable, and if you let one subcontractor ruin it for everyone else, you’re in for a world of problems. However, that doesn’t mean that command and control should be used in an oppressive, dictatorial manner. There’s a balance between being the captain of the ship and fostering a collaborative, inclusive environment.

The real key here is blending both approaches: command and control in execution with collaborative planning. Once your team has been involved in planning and you’ve collectively determined the best course of action, it’s time for the superintendent to step up and control the project’s day-to-day execution. This means guiding the team to follow the plan, making sure all systems are in place, and ensuring the project is executed on time and with the highest quality.

The Need for Control in Construction Projects

It’s simple: operational control is a must for success in construction. No one can have control over everything like schedules, deliveries, safety, and quality unless there’s clear accountability. And when I say “control,” I don’t mean micromanagement. I’m talking about having a clear, disciplined approach to managing the operations of the site while also respecting the skills and expertise of your team. The reality is, if you’re not controlling your project, then your project is controlling you.

I’ve seen what happens when projects are allowed to fall into disarray, where nobody has clear accountability, and the only time people feel the need to act is when something goes wrong. This is often the result of unclear expectations or unaccountable project teams. That’s when the chaos sets in, and the blame game starts. People argue over whose fault it is, instead of focusing on how to get the job done efficiently. The project stalls, and you end up spending more time fixing problems than actually moving forward.

One of the ways I address this problem is by embracing command and control early on, especially when it comes to the first few weeks of the project. For example, I like to set the stage with six weeks of absolute control. During these six weeks, I lay down the law—tight schedules, clear expectations, and systems in place. The first six weeks set the tone for the entire project. It’s about controlling the plan while also providing the team with the structure and support they need to succeed.

Once those systems are in place and the team understands the process, they can participate and collaborate. They know how things should be done, and now they’re in a position to offer feedback, tweak systems, and make improvements.

The Power of Total Participation

If you’ve been in construction long enough, you’ve probably heard the phrase “total participation.” This concept is crucial to the success of any project. It means that everyone superintendents, project managers, foremen, and trade partners must be fully involved and aligned. Every single member of the team should be invested in the process, from planning to execution.

Collaboration doesn’t work unless everyone participates. In my experience, when I’m on-site, I’m actively encouraging my team to be part of the solution. I make sure that I’m communicating with everyone getting their feedback, solving problems together, and ensuring that the plan is not just something I’m enforcing, but something we’ve all agreed to execute. The key here is active listening. You must allow your team to speak up, ask questions, and offer suggestions before you implement the final plan. This is the core of collaborative planning working together to ensure the success of the project.

In practice, this looks like ensuring that every team member understands their role, is held accountable for their responsibilities, and can share their ideas and insights. As the superintendent, I’m responsible for creating the environment where collaboration thrives. That means getting rid of silos, fostering open communication, and building trust across all teams involved.

How to Make Information Flow to the Workers

One of the biggest challenges in construction is ensuring that information gets to the workers. It doesn’t matter how great your plans are if the workers on the ground don’t know what to do or aren’t clear on the expectations.

The solution? The morning worker huddle.

At the start of each day, we gather everyone for a 5-15 minute huddle where we walk through the plan for the day. This includes everything from safety protocols to the biggest risks for the day to the tasks that need to be completed. By gathering everyone together, we ensure that all the workers are aligned with the team’s goals and know exactly what needs to be done.

Here’s a practical guide to executing a successful worker huddle:

Clear communication: Use a megaphone to ensure everyone can hear you, even if they’re on opposite ends of the site.
Daily vision: Share the goal for the day, and make it clear what success looks like.
Safety focus: Address any safety concerns and highlight risks for the day.
Team alignment: Make sure everyone is on the same page, and reinforce that everyone’s role is critical to the project’s success.

The goal here is to create a unified team where everyone knows their role and is committed to achieving the project’s objectives. When this is done right, you’ll see a massive improvement in productivity, quality, and safety on-site.

The Importance of Having a Zero-Tolerance System

A zero-tolerance system is essential for maintaining order, cleanliness, and accountability on a construction site. It’s not enough to simply provide guidelines or hope for the best. There needs to be a strict system in place to ensure that everyone is following the rules.

Whether it’s safety protocols, quality control, or site organization, a zero-tolerance system ensures that any deviations from the plan are addressed immediately. This creates a culture of discipline and accountability where everyone knows they must adhere to the standards.

But remember, a zero-tolerance system doesn’t mean punishing people. It means setting clear expectations and holding people accountable for their actions. This is the foundation of a high-performing project team.

Lessons from September 11th

To underscore the importance of operational control and leadership, I want to share a story that resonates deeply with me. It’s a story of unselfishness and leadership in the face of extreme adversity.

On September 11, 2001, Colonel Rick Rascorla, a retired Army officer, showed what true leadership looks like. While working for Morgan Stanley Dean Witter, he made the decision to evacuate 2,700 employees from the World Trade Center after the first plane hit. Rick’s priority was to keep people safe he didn’t hesitate, and he didn’t wait for permission. He took control of the situation and made sure everyone was out before going back in to help those who were still in danger. Tragically, Rick didn’t make it out alive, but his actions saved countless lives.

The story of Rick’s courage serves as a powerful metaphor for us in construction. As leaders, we are responsible for the safety and well-being of our teams, and we must step up when needed. We must be proactive, not reactive, and always be ready to take charge, even when the situation seems chaotic.

Take Command and Make a Difference

Rick Rascorla’s story is a reminder of the importance of leadership, control, and accountability. Just like him, we are responsible for the safety and success of our team, and that requires operational control and collaboration. To achieve this, we need to create a culture where everyone is involved, accountable, and aligned with the goals of the project.

The systems I’ve outlined command and control in execution, collaborative planning, and morning worker huddles are all vital to ensuring that your projects run smoothly and that your team is working towards a common goal. By integrating these practices, you’ll not only see improved results on-site but also foster a culture of mutual respect and shared success.

“Leadership is not about being in charge. It’s about taking care of those in your charge.” — Simon Sinek

FAQ

How can I balance command and control with collaboration on my construction projects?
The key is to collaborate during planning and take control during execution. Allow your team to participate in the decision-making process, but ensure that once the plan is set, you lead with clarity and authority to execute it.
What’s the best way to communicate the plan to my workers?
Hold morning worker huddles to clearly communicate the plan for the day, safety risks, and expectations. This keeps everyone aligned and helps prevent confusion.
How do I ensure accountability on my project sites?
Implement a zero-tolerance system for safety, cleanliness, and quality. Hold your team to high standards and make sure everyone understands the importance of their role in achieving project success.
How do I get my team to participate in the planning process?
Encourage total participation by fostering a culture of open communication, where every team member’s voice is heard, and their input is valued.

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