Month: May 2026

Let Your Light Shine!

Posted on by Danny Jiménez⁩
Read 23 min

Are You Putting Yourself Down or Letting Your Light Shine?

You’re at training. Facilitator has you sit knee to knee with another human being. Literally touching knees. In front of another person. Facing each other sitting down. Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile. You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. This exercise was to see how you show up when in intimate situation. Intimate situation being actually connecting on visual level with another human being. Good activity showing you how to get more comfortable with human interaction. Then they threw surprise. Asked: what did you notice about yourself? Didn’t know they were going to ask this question. What did you notice about yourself? You noticed you moved your shoulders down. Put your head down. Lowered your position so other person would feel comfortable. Somebody might say: that’s not big deal. Fair point. But you had naturally put yourself down so somebody else would feel comfortable. Didn’t know you were doing that with people. So many people in life saying: you’re too much or too energetic or too enthusiastic or too whatever. So you’ve become accustomed to putting yourself down so you can make other people comfortable. That was revelatory moment. You diminished yourself. Diminished yourself to make others feel comfortable. Vowed after that training to be who you are. To authentically be who you naturally show up as. To let things fall as they may. One of best decisions ever made.

Here’s what most people miss. They think being humble means diminishing themselves. Making themselves small. Lowering position. Moving shoulders down. Putting head down. Making others comfortable by being less. So they hide light under bushel. Play small. Act in way that’s not giving other people license to do same. Hold back talents. Don’t share gifts with world. Because think if they shine too bright, others will feel uncomfortable. Different from letting light shine. Being fully who you are. Authentically showing up as you naturally are. Letting things fall as they may. When you diminish yourself, you’re actually taking choice from others of whether they want to like you or accept you or really appreciate who you are. When you let light shine, you give others gift that is you. You unconsciously give other people permission to do same. As we are liberated from our own fear, our presence automatically liberates others. That’s not arrogance. That’s authenticity. That’s letting light shine so others can too.

The challenge is most people never learned that diminishing yourself takes choice from others. Never learned that when you move shoulders down, put head down, lower position to make others comfortable, you’re actually preventing them from choosing whether they want to appreciate who you really are. Never learned that playing small doesn’t serve world. That there’s nothing enlightened about shrinking so others won’t feel insecure around you. Never learned that as you are liberated from your own fear, your presence automatically liberates others. So they keep diminishing themselves. Keep hiding light under bushel. Keep playing small. Keep holding back. Wonder why not fulfilled when answer is they’re not being fully themselves. Not letting light shine. Not giving others permission through example to let their lights shine too.

The Knee-to-Knee Exercise

Was at training, Rapport Leadership International. They take you through process where you sit knee to knee with another human being. You look at other person’s face. Facilitator has you sit like literally touching knees. In front of another human being. Could be male, could be female. Was in front of another male. Facing each other sitting down.

Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile.

You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. Really what this exercise was for was to see how you show up when you are in not sexual but intimate situation. Intimate situation is being actually connecting on visual level with another human being.

Thought: this is really good activity. Really like this because it’s showing me how I can get more comfortable with human interaction.

But then they threw surprise. Said: what did you notice about yourself? Didn’t know they were going to ask this question. Didn’t even guess.

After that, they said: what did you notice about yourself? Noticed that moved shoulders down. Put head down. Lowered position so other person would feel comfortable.

Somebody might be like: that’s not that big of deal. Fair point. But had naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people.

There are so many people in life that are like: oh, you’re too much or too energetic or too enthusiastic or too whatever. So have up until now become accustomed to putting myself down so can make other people comfortable.

That was revelatory moment. Diminished myself. Diminished myself to make others feel comfortable.

Vowed after that training to be who I am. To authentically be who I naturally show up as. To just let things fall as they may. Can tell you, it’s one of best decisions ever made in life.

Are You Brilliant, Gorgeous, Talented, and Fabulous?

Let me ask you question. Are you letting your light be hid under bushel? Are you diminishing yourself to make other people feel comfortable? Do you realize how brilliant, gorgeous, talented and fabulous you are?

Are you playing small right now? Are you acting in way and showing up in way that is not giving other people license to do same? Are you providing or sharing or showing up with your talents to world and giving other people gift that is you? Or are you holding back?

Are you letting your own light shine so that you can, again, unconsciously give other people permission to do same?

Personal opinion is we have opportunity to be fully who we are and to let others actually have their choice of accepting us way that we are or not. Ultimately, when we diminish ourselves, we’re actually taking choice from others of whether or not they want to like us or accept us or really appreciate who we are.

As We Are Liberated From Our Own Fear

When you diminish yourself, you take choice from others. They don’t get to choose whether they want to appreciate real you. They only see diminished version. Smaller version. Version with shoulders down, head down, position lowered.

When you let light shine, you give others gift. Real you. Authentic you. Fully who you are. They get to choose whether they want to like you, accept you, appreciate you. That’s their choice. But at least they’re choosing based on real you, not diminished version.

And when you let light shine, you unconsciously give other people permission to do same. Your presence automatically liberates others. They see you being fully yourself. Being authentic. Letting light shine. And they think: maybe I can too. Maybe I don’t have to play small. Maybe I don’t have to hide under bushel. Maybe I can be fully me.

That’s how liberation works. As we are liberated from our own fear, our presence automatically liberates others.

The System Failed You

Let’s be clear. When people diminish themselves and hide light under bushel, it’s not entirely their fault. The system failed by teaching that being humble means making yourself small. Nobody showed that moving shoulders down, putting head down, lowering position to make others comfortable is actually taking choice from them. Nobody explained that when you diminish yourself, you prevent others from choosing whether they want to appreciate who you really are. The system taught be less so others feel comfortable when actually be fully yourself.

The system also failed by not teaching that playing small doesn’t serve world. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. There’s nothing enlightened about shrinking so others won’t feel insecure around you. Are you brilliant, gorgeous, talented and fabulous? Are you playing small right now? Are you acting in way not giving other people license to do same? Are you holding back talents instead of sharing gifts with world? The system taught hide your light when actually let it shine.

The system fails by not teaching that as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. That’s how liberation works. But system never taught this, so people keep diminishing themselves thinking it’s humility when actually it’s taking choice from others and preventing liberation.

The Challenge

Here’s your assignment. Stop diminishing yourself. Start letting your light shine.

Analyze what things you need to be more authentic about. How could you be more of you? How could you let your light shine? Pick one thing. Starting tomorrow, make resolution that you will be more fully yourself.

Recognize when you’re diminishing yourself. Moving shoulders down. Putting head down. Lowering position to make others comfortable. Playing small. Acting in way not giving others license to do same. Holding back talents. Not sharing gifts with world. That’s diminishing yourself to make others feel comfortable. But didn’t know you were doing that with people.

Vow to be who you are. To authentically be who you naturally show up as. To let things fall as they may. Be fully who you are. Let others have their choice of accepting you way you are or not. When you diminish yourself, you take choice from others of whether they want to like you, accept you, appreciate who you really are. Give them real you. Let them choose.

Let your light shine. Are you brilliant, gorgeous, talented and fabulous? Stop hiding under bushel. Stop playing small. Stop holding back. Share your talents with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

Remember as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, others see example. Think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works. Your light shining gives others permission to let theirs shine too.

We have opportunity to be fully who we are. Current condition is we’re not showing up and showing how brilliant, gorgeous, talented and fabulous we are. Current condition is we are diminishing ourselves. Change that. Be more authentic. Be more of you. Let light shine.

On we go.

FAQ

What is the knee-to-knee exercise?

Sit knee to knee with another human being literally touching knees. Look at their eyes, face, wrinkles, expressions, kindnesses, smile. Really uncomfortable being that close staring at somebody in eyes. Exercise shows how you show up in intimate situation, actually connecting on visual level with another human being. Then they ask: what did you notice about yourself?

What did you notice about yourself?

Moved shoulders down. Put head down. Lowered position so other person would feel comfortable. Naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people. So many people saying you’re too much, too energetic, too enthusiastic. Become accustomed to putting myself down to make other people comfortable. That was revelatory moment. Diminished myself to make others feel comfortable.

Why is diminishing yourself a problem?

When you diminish yourself, you’re actually taking choice from others of whether they want to like you, accept you, really appreciate who you are. They don’t get to choose based on real you, only diminished version. When you let light shine, you give them gift that is you. They get to choose whether they want to appreciate who you really are.

What does it mean to let your light shine?

Be who you are. Authentically be who you naturally show up as. Let things fall as they may. Don’t play small. Don’t hide talents. Don’t hold back. Share gifts with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

How does your light shining help others?

As we are liberated from our own fear, our presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works.

 

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

Elevating Construction Superintendents – Conclusion

Posted on by Danny Jiménez⁩
Read 20 min

Are You Following the Commandments or Winging It?

You start your day. No task list. Haven’t studied drawings in weeks. Don’t review schedule daily. Never take reflection walks. Keep schedule in office, not on your person. Don’t visualize plan in your mind. Don’t communicate critical components to everyone. Never remove roadblocks as top priority. Work 70 hours every week. Wonder why project is chaos. That’s winging it. Different from superintendent who follows commandments. Starts day prioritizing task list. Studies drawings 30 minutes every day. Reviews schedule daily, sends out assignments to prepare work. Takes reflection walk daily, sends out assignments. Keeps schedule on person when in field. Updates scheduled notes while walking project. Visualizes plan daily in mind. Draws sketches. Communicates critical components of plan daily to everyone. Always keeps tape measure. Asks questions as form of habit. Transparent about everything. Copies on emails, communicates, tells truth. Reaches out for help from other builders. Learns monthly reading from books, training, going to events, visiting other projects. Removes roadblocks as top priority, keeps work moving forward. Ensures manpower, materials, needed permissions ready for work. Starts every day making sure project is safe. Always keeps workers at steady pace and project 100% clean. Returns all emails, texts, phone calls showing respect for their time. Places attention on safety, housekeeping, project flow, energy during all site walks. Gives and receives daily positive communication with project manager, works with them as equal accountability partner. Doesn’t work more than 55 hours. That’s following commandments. Different results. Different projects. Different life.

Here’s what most superintendents miss. They think commandments are suggestions. Guidelines. Nice to have. So they wing it. Start day without task list. Never study drawings. Never take reflection walks. Keep schedule in office instead of on person. Don’t visualize plan. Don’t communicate to everyone. React to roadblocks instead of removing them proactively. Work 70 hours proving dedication. But that’s backwards. Commandments aren’t suggestions. They’re requirements for success. Study drawings 30 minutes every day creates understanding preventing mistakes. Reflection walks create awareness identifying problems before they explode. Keeping schedule on person enables updating notes in real time instead of forgetting details by time you get back to office. Visualizing plan in mind creates mental model enabling seeing problems before they happen. Communicating critical components daily to everyone creates alignment instead of confusion. Removing roadblocks as top priority keeps work moving instead of stopping. Working less than 55 hours preserves family and prevents burnout. These aren’t nice to have. They’re required for well-run projects and sustainable careers.

The challenge is most superintendents never learned commandments are what separates successful from struggling. They think working 70 hours shows commitment when actually working more than 55 hours indicates poor planning and unsustainable pace. They think keeping plan in head shows intelligence when actually communicating plan to create success shows leadership. They think reacting to problems shows responsiveness when actually foreseeing and removing roadblocks shows competence. They never developed habits, wonder why projects chaotic when answer is they’re winging it instead of following commandments creating predictable success.

The 20 Superintendent Commandments

Following these commandments will ensure you will be successful as superintendent:

  • Start your day by prioritizing your task list. If you don’t have task list, create one.
  • Study the drawings for 30 minutes every day.
  • Review the schedule daily and send out assignments to prepare work.
  • Take a reflection walk daily and send out assignments.
  • Keep the schedule on your person when in field. Update scheduled notes as you walk project.
  • Visualize the plan daily in your mind. Draw sketches.
  • Communicate critical components of plan daily to everyone.
  • Always keep your tape measure on you.
  • Ask questions as form of habit, and you will know everything you need to know.
  • Be transparent about everything. Copy on emails, communicate, tell truth.
  • Reach out for help from other builders and networks to be more effective.
  • Learn monthly reading from books, training, going to events, visiting other projects.
  • Remove roadblocks as your top priority and keep work moving forward.
  • Ensure manpower, materials, and needed permissions are ready for work.
  • Start every day making sure project is safe.
  • Always keep workers at steady pace and project 100% clean.
  • Return all emails, texts, phone calls. Show people you respect their time.
  • Place attention on safety, housekeeping, project flow, and energy during all site walks.
  • Give and receive daily positive communication with project manager and work with them as equal accountability partner.
  • Don’t work more than 55 hours.

Superintendent Daily Tasks

Every superintendent must do certain things daily to be successful. Below is list you can measure daily to ensure you are winning:

  • Speak up effectively in morning huddle about critical items for day.
  • Really think minimum 10 minutes about safety and make effort to know there is plan to keep everyone safe that day.
  • Study drawings for 30 minutes and send out snippets to people of things to watch for, order, or prepare.
  • Update, modify, plan, add, or review schedule for 15 to 30 minutes and send out snippets or reminders to prepare all needed items.
  • Take focused reflection walk, observe flow, energy, cleanliness, safety, and text, email, or call in assignments.
  • Ensure work is taking place with correct crew counts by area according to day plan.
  • Review quality focus for all new activities that day.
  • Go home in proper mental state to care for your family.
  • Do something to sharpen axe and learn: book, podcast, or training.
  • Work less than 55 hours that week.

Superintendent Secret Sauce

Good superintendent sees the future. Doesn’t work more than 55 hours. Drives with urgency. Creates good habits. Leads with passion. Communicates vision. Does right thing even when no one is looking. Are accountable. Creates flow.

Doesn’t delegate safety, quality, and schedule. Takes ownership of project. Are equal to project manager. Welcomes feedback. Airs on side of action. Are team builders. Brings and maintains high energy on project. Fanatically follows up. Returns phone calls, texts, and emails. Stays calm when decisions are hard.

Are advocates for workers. Always protects finished work. Helps to make remarkable experience for whole project. Is willing to ask for advice and reach out and network with other supers. Respects workers, individuals, trade partners, and customers.

Focuses on foreseeing and removing roadblocks. Understands that motion does not equal value. Knows that overproduction and inventory is mother of all waste. Knows that deliveries and procurement management has to be preceded by solid plan.

Doesn’t keep plan in his or her head, they communicate to create success. Knows that learning and improvement is crucial. Shows respect for others by being transparent. Applies Genchi Genbutsu: understand situation, go and see.

The System Failed You

Let’s be clear. When superintendents wing it without commandments, it’s not entirely their fault. The system failed by teaching commandments are suggestions when actually they’re requirements for success. Nobody showed that studying drawings 30 minutes every day creates understanding preventing mistakes. Nobody explained that reflection walks create awareness identifying problems before they explode. The system taught wing it when actually follow commandments.

The system also failed by not teaching working more than 55 hours indicates poor planning. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Working 70 hours doesn’t show commitment, shows unsustainable pace destroying family and health. Going home in proper mental state to care for family is requirement, not luxury. Working less than 55 hours that week is commandment appearing three times. The system taught work until done when actually work smart and protect family.

The system fails by not teaching to remove roadblocks as top priority keeping work moving forward. Don’t delegate safety, quality, and schedule. Take ownership of project. Foresee and remove roadblocks. Don’t keep plan in head, communicate to create success. Motion does not equal value. Overproduction and inventory is mother of all waste. The system taught react to problems when actually foresee and remove roadblocks preventing problems.

The Challenge

Here’s your assignment. Stop winging it. Start following commandments.

Study drawings 30 minutes every day. Prevents mistakes. Creates understanding. Send out snippets to people of things to watch for, order, prepare. Make it daily habit, not occasional activity.

Take reflection walk daily. Observe flow, energy, cleanliness, safety. Text, email, or call in assignments. Don’t sit in office all day. Get out walking project with eyes open seeing what’s actually happening.

Keep schedule on person when in field. Update scheduled notes as you walk project. Don’t wait until back in office to update. Capture details in moment while fresh.

Visualize plan daily in mind. Draw sketches. Mental model of how project should flow. Enables seeing problems before they happen.

Communicate critical components of plan daily to everyone. Don’t keep plan in head. Communicate to create success. Copy on emails. Tell truth. Be transparent about everything.

Remove roadblocks as top priority. Keep work moving forward. Don’t react to problems. Foresee and remove roadblocks preventing problems. Ensure manpower, materials, needed permissions ready for work.

Return all emails, texts, phone calls. Show people you respect their time. Fanatically follow up. No one wondering if you got their message.

Work less than 55 hours. Go home in proper mental state to care for family. Don’t work more than 55 hours that week. Protect family. Sustainable pace. Not proving dedication by destroying health and relationships.

Give and receive daily positive communication with project manager. Work with them as equal accountability partner. Not subordinate. Equal partner driving project success together.

Do something to sharpen axe and learn daily. Book. Podcast. Training. Culture we have is result of consequences of our actions, which are based on our beliefs. We will experience no improvement if we do not improve our beliefs.

On we go.

FAQ

What are the most important superintendent commandments?

Study drawings 30 minutes every day. Take reflection walk daily sending out assignments. Keep schedule on person updating notes while walking project. Visualize plan daily in mind. Communicate critical components to everyone. Remove roadblocks as top priority. Return all emails, texts, phone calls. Work less than 55 hours protecting family and preventing burnout.

Why study drawings 30 minutes every day?

Creates understanding preventing mistakes. Send out snippets to people of things to watch for, order, prepare. Make it daily habit. Prevents problems before they happen by understanding what’s coming and what’s needed.

What are superintendent daily tasks?

Speak up in morning huddle. Think 10 minutes about safety. Study drawings 30 minutes. Update schedule 15 to 30 minutes. Take focused reflection walk. Ensure correct crew counts by area. Review quality focus. Go home in proper mental state to care for family. Do something to learn. Work less than 55 hours.

What is superintendent secret sauce?

Sees future. Drives with urgency. Creates flow. Takes ownership. Welcomes feedback. Brings high energy. Fanatically follows up. Stays calm when decisions hard. Advocates for workers. Focuses on foreseeing and removing roadblocks. Understands motion does not equal value. Doesn’t keep plan in head, communicates to create success. Applies Genchi Genbutsu: go and see.

Why work less than 55 hours?

Go home in proper mental state to care for family. Sustainable pace. Working more than 55 hours indicates poor planning, not dedication. Protect family and health. Commandment appearing three times emphasizing importance. Work smart, not just hard.

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.

Elevating Construction Superintendents – Period 2

Posted on by Danny Jiménez⁩
Read 19 min

Are You Getting In The Box or Staying Out?

You’re backed against wall. Mechanical contractor behind. Need air handlers commissioned. Their leadership team not doing job. You take group through project. Grow frustrated. Cuss out and berate individuals. Tell them if they don’t get air handlers up, you’re going to kill somebody. Their leader calls your supervisor. You get into trouble. Realized you lost cool by getting in box. Did not presume positive intentions. Prevented positive outcome. Didn’t even get what you wanted. That’s being in box. Term from Leadership and Self-Deception by Arbinger Institute. Mental perspective deceiving us in leadership. You exaggerate others’ faults. Exaggerate your own rightness. Blame others for feelings. Behaviors become habitual. Way out is do right thing. Assume they have good intentions, doing best they can. Calm down. Control behavior. Think of solutions. Different from superintendent who developed 14 resolutions. No cussing. Never get angry. Bring high energy to every interaction. Referenced list every morning. Everything designed to generate harmony and happiness. That’s staying out of box.

Here’s what most superintendents miss. They think when backed against wall, response is yell, scream, say offensive things. Milestone-driven so let temper get away. Say things not proud of. Behave unpredictably. Reputation suffers. That’s being in box. Self-deception. Exaggerating others’ faults while exaggerating own rightness. Different from superintendent who referenced resolutions every morning generating greatest harmony. Presuming positive intentions. Controlling behavior. Thinking of solutions instead of escalating.

The challenge is most superintendents never learned how to work with others. Never taught in schools or colleges. Don’t learn through trades. Never read How to Win Friends and Influence People. Never developed resolutions about communication. Never learned plan is only successful as communicated. Never learned to harness team energy. Energy originates with superintendent. Must be sense of urgency, pace, optimism keeping people working efficiently. But superintendents never learned this, wonder why projects lack energy when answer is they’re in box blaming others instead of presuming positive intentions.

Read How to Win Friends and Influence People

One of first steps in leading as superintendent is ability to influence people. Skills typically not taught in schools or colleges. Definitely don’t learn through trades. Recommended habit: read How to Win Friends and Influence People by Dale Carnegie.

You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.

Field director reading book reported it brought more success than any other. Improved relationships at work. Fixed family issue brewing for years. Book outlines common sense approach implemented by any builder. Learn and implement principles, immediately become more effective, happier at work, more influence with everyone.

Develop 14 Resolutions About Communication

Knowing what to do is one thing. Knowing how to carry out assignments is another. Superintendents best served creating list of resolutions determining course of action and behaviors daily.

Was so milestone-driven would let temper get away. Would say things not proud of. Behave unpredictably. Use unacceptable language. Reputation suffered. Following trusted mentor, listed 14 resolutions for behavior. Wrote how would communicate, solve problems, maintain good character. Referenced every morning. Immediately saw success. Everything designed to generate harmony and happiness.

The 14 resolutions:

  • No cussing.
  • No accusing others.
  • Never get angry again.
  • Stay moral.
  • Stay outside box with everyone.
  • Message company positively.
  • Take time with people.
  • Give service first.
  • Fail forward.
  • Bring high energy to every interaction.
  • Keep confidence.
  • Help others feel safe.
  • Smile.
  • Don’t stress about hard things.

So focused on what we need to do, forget how we’re going to do it. Writing resolutions on how to actualize rules is key to interacting with team. Best way to self-correct and encourage new habits.

Ever had feedback in performance review that keeps coming up? Ever had something holding you back but haven’t corrected it? Keeping list of daily resolutions you reference verbally every day helps guide behavior and make changes preventing repeat conversations.

Create list supporting future success. Make habit of re-emphasizing daily. Consider discussing with colleagues so they hold you accountable. You will become person you want to be through proper behaviors.

Communicate Everything: The Takt Plan Story

Plan is only successful as communicated. Strategies only implemented when everyone heading same direction. Superintendent’s main focus: define and provide clarity, align entire team towards effective communication. Get everything out of your head.

Project utilized Takt plan. After initial pushback, all trades bought in. Every foreman had 11×17 laminated copy. Adhered to gang boxes, taped inside hoist, present on every floor. Project always knew end date and where each contractor should be. If you asked what end date was, answer was December 6, 2017. Team saw as group, knew as group, acted as group.

Increase communication throughout site through visuals, meetings, emails, huddles. Ask important questions: Do all contractors understand master schedule? Do all workers know plan for day? Do all trade partners know plan for next week and committed 100%? Do all workers know what’s happening that day and how to be safe? If no to any, we have work to do.

Every part of plan should be communicated to appropriate people when needed. Use all methods: audibly, in writing, physically through mockups, most importantly visually. Superintendent’s responsibility to communicate clarity around plan. Not just communicate but communicate for understanding. Double amount of communication currently disseminated.

If 6 to 12 people on team know plan, imagine if everyone on site knew plan, could follow it, help achieve goal to see, know, act as one unit. Accomplish goals, standards, milestones with more people working towards them.

Stay Out of Box: Presume Positive Intentions

Being in box means mental perspective deceiving us in leadership. Many times superintendent backed against wall, knee-jerk response is yell, scream, say offensive things. Must have better options. Always expect others are doing their best. Presume positive intentions.

Mechanical contractor behind in commissioning air handlers. Leadership team not completing committed tasks. Took group through project, grew frustrated, cussed out and berated individuals. Some focused only on manner of speaking rather than discussing issues. Told them if they didn’t get air handlers up, was going to kill somebody. Their leader called supervisor. Got into trouble.

Realized lost cool by getting in box, did not presume positive intentions, prevented positive outcome. Helped escalate bad situation. Didn’t get what wanted.

When negativity occurs, tendency to deceive ourselves about their intentions. Problem: you exaggerate others’ faults, exaggerate your own virtue, overstate importance of factors justifying self-betrayal, blame others for feelings. Over time becomes habitual.

Way out is do right thing. Choices must be made before reaction escalates. Stop letting others control behavior. Assume they have good intentions, doing best they can. Calm down. Control behavior. Think of realistic solutions. Staying out of box allows successfully navigating conversations.

The System Failed You

Let’s be clear. When superintendents get in box and lose cool, it’s not entirely their fault. The system failed by not teaching skills for working with people. Never taught in schools or colleges. Don’t learn through trades. Nobody showed milestone-driven leading to temper is being in box. Nobody explained exaggerating others’ faults is self-deception. The system taught push through when actually presume positive intentions.

The system also failed by not teaching to develop resolutions about communication. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Writing resolutions on how to actualize rules is key. No cussing, never get angry, bring high energy. Referenced every morning generates harmony. The system taught wing it when actually develop resolutions.

The system fails by not teaching plan is only successful as communicated. Takt plan where every foreman had laminated copy. Everyone knew end date: December 6, 2017. Team saw as group, knew as group, acted as group. Communicate for understanding. Get everyone knowing plan. The system taught tell people when actually communicate everything until everyone sees, knows, acts as one unit.

The Challenge

Here’s your assignment. Stop getting in box. Start presuming positive intentions.

Read How to Win Friends and Influence People. Field director reported more success than any other book. Improved relationships. Fixed family issue. Learn principles. Become more effective, happier, more influence.

Develop 14 resolutions. Write how you’ll communicate, solve problems, maintain character. Reference every morning. No cussing, no accusing, never get angry, stay moral, stay outside box, message positively, take time with people, give service first, fail forward, bring high energy, keep confidence, help others feel safe, smile, don’t stress. Create resolutions supporting success. Re-emphasize daily.

Communicate everything for understanding. Get plan out of head. Visuals, meetings, emails, huddles. Every foreman with laminated copy. Everyone knowing end date. Team seeing as group, knowing as group, acting as group. Double amount of communication.

Stay out of box. When backed against wall, choose before reaction escalates. Stop letting others control behavior. Assume good intentions, doing best they can. Calm down. Control behavior. Think of solutions. Don’t exaggerate faults. Don’t blame others. Presume positive intentions.

Harness team energy. Energy originates with superintendent. Sense of urgency, pace, optimism keeping people working efficiently. Control energy you bring, urgency you communicate, environment you create.

On we go.

FAQ

What does “in the box” mean?

Mental perspective deceiving us in leadership. You exaggerate others’ faults, exaggerate your own virtue, blame others for feelings. Over time becomes habitual. Way out is do right thing, presume positive intentions, assume they’re doing best they can.

What are the 14 resolutions?

No cussing, no accusing, never get angry, stay moral, stay outside box, message positively, take time with people, give service first, fail forward, bring high energy, keep confidence, help others feel safe, smile, don’t stress.

Why read How to Win Friends and Influence People?

Field director reading it reported more success than any other book. Improved relationships. Fixed family issue. You can make more friends in two months by becoming interested in other people than in two years trying to get them interested in you.

How do you communicate for understanding?

Takt plan where every foreman had laminated copy. Everyone knew end date: December 6, 2017. Team saw as group, knew as group, acted as group. Use visuals, meetings, emails, huddles. Double communication. Get everyone knowing plan.

What’s the mechanical contractor story?

Behind in commissioning air handlers. Superintendent grew frustrated, cussed out and berated individuals. Told them if they didn’t get air handlers up, would kill somebody. Leader called supervisor. Got into trouble. Lost cool by getting in box, didn’t presume positive intentions, didn’t get what wanted.

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.

Elevating Construction Superintendents – Introduction

Posted on by Danny Jiménez⁩
Read 28 min

Are You a Carpenter or Just a Hammer?

You hired a carpenter in the morning. By 10 o’clock you realized the only tool he could use with any success was a claw hammer. What would you do? Without hesitation, you would fire him. Why? Because if you can’t use the tools of the trade like a pry bar, a screwdriver, and all the other tools a carpenter is supposed to use, then he’s not a carpenter at all. So what makes you any different than that carpenter? Seriously. When it comes to management, the only tool you know how to use is a hammer. You’re missing all the leadership tools that should be hanging on your superintendent tool belt. If you don’t have those tools, then you’re nothing but a pusher, and pushers are a dime a dozen in this industry. Dave was one of those hard-nosed superintendents who liked to throw his hard hat around and berate people. Rainy day brought him into Mike’s office to chat. Dave said: I just don’t understand my guys. I think I have everything lined out and everyone understands the plan. Then I go out there and they’re not doing what I want them to do. So I go back out, pull everyone together and repeat to them what I want them to do. I yell and scream a little, throw a hard hat for show and think I have everything squared away. But a few days later, I see they’re still not doing it right and that just drives me crazy. Mike could see Dave was frustrated. Decided to take bold approach. Asked the carpenter question. Dave said he would fire carpenter who can only use hammer. Mike responded: you’re that carpenter. Only tool you know is hammer. You’re missing all leadership tools. Three days went by. Dave walked back into office and said: tell me that hammer story again. Long discussion. He agreed people don’t always like to be pushed. Sometimes they want to be pulled, supported, trusted, or motivated by some other approach. Realized there are many other tools valuable in tool belt when dealing with people.

Here’s what most superintendents miss. They think leadership is pushing. Yelling. Screaming. Throwing hard hats. Telling people what to do. Going back out and repeating louder. Getting frustrated when people still don’t do it right. That’s one tool. Hammer. And if carpenter can only use hammer, he’s not carpenter. He’s amateur with one tool. Same with superintendent. If you can only push, yell, scream, throw hard hats, you’re not leader. You’re pusher. Pushers are dime a dozen in this industry. Real superintendents have full tool belt. Pull. Support. Trust. Motivate. Train. Listen. Coach. Guide. Enable. Protect. Different tools for different situations. Different people respond to different approaches. Can’t use hammer on every problem. Can’t push everyone same way. Some people want to be pulled. Some want support. Some want trust. Some want motivation. Need multiple tools handling multiple situations with multiple people.

The challenge is most superintendents never learned they need full tool belt. They learned construction through pushing. Watched superintendents yell and scream. Saw hard hats get thrown. Observed chaos and firefighting. Concluded: that’s how you do it. That’s leadership. Push harder. Yell louder. Throw harder. But that’s not leadership. That’s amateur with one tool wondering why it doesn’t work. Dave yelled and screamed. Threw hard hat. Thought everything squared away. Few days later people still not doing it right. Drove him crazy. Because hammer doesn’t work on every problem. Can’t build entire building with just hammer. Need saws, drills, levels, squares, tape measures. Can’t lead entire team with just pushing. Need pulling, supporting, trusting, motivating. Full tool belt. Not just hammer.

The Hammer Story: Dave’s Realization

Dave was project superintendent on Marble Hills Nuclear Generating Station in southern Indiana. One of those hard-nosed superintendents who liked to throw his hard hat around and berate people.

Rainy day brought Dave into Mike’s office to chat. Mike was quality control manager. At some point during conversation, Dave said to Mike: I just don’t understand my guys. I think I have everything lined out and everyone understands the plan. Then I go out there and they’re not doing what I want them to do.

So I go back out, pull everyone together and repeat to them what I want them to do. I yell and scream a little, throw a hard hat for show and think I have everything squared away. But a few days later, I see they’re still not doing it right and that just drives me crazy.

Mike could see that Dave was frustrated, but decided to take a bold approach. Asked: if you hired a carpenter in the morning and by 10 o’clock you realized that the only tool he could use with any success was a claw hammer, what would you do?

Without hesitation, Dave said firmly: I would fire him.

Mike asked him why.

Dave responded: well, if you can’t use the tools of the trade like a pry bar, a screwdriver, and all the other tools a carpenter is supposed to use, then he’s not a carpenter at all.

Without missing a beat, Mike responded: so what makes you any different than that carpenter?

Dave gave him a blank stare, so Mike continued. Seriously, Dave, when it comes to management, the only tool you know how to use is a hammer. You’re missing all the leadership tools that should be hanging on your superintendent tool belt. If you don’t have those tools, then you’re nothing but a pusher, and pushers are a dime a dozen in this industry.

Dave sat there looking out the window for a while, then got up and walked right out of the office without saying another word.

Three days went by before he walked back into Mike’s office and said: tell me that hammer story again?

They had a long discussion and he agreed that people don’t always like to be pushed. Sometimes they want to be pulled, supported, trusted, or motivated by some other approach. Dave realized there are many other tools that are valuable in our tool belt when dealing with people.

Command with Purpose, Control the Outcome

Most of us have learned more from projects that have gone wrong than we have from projects that have gone right. In this industry, there are jobs that finish behind schedule, over budget, and with poor quality. There are projects that are filthy, out of control, and seem to have no specific leader.

Interestingly, and unfortunately, these projects seem to be the rule and not the exception. This is unnecessary and it is caused by contractors not having command of their projects and failing to control the outcomes.

Think about it like this. If an owner provides the correct funding for the project and the owner or design build partner provides an adequate design according to the normal standards of care, then the remaining considerations are the responsibility of the builder.

One might say external conditions such as weather, equipment, or economic conditions are out of their control, but with the right preparation, the builder will have planned for such externalities. The destiny of a project is in the hands of the builder, and as such, that destiny is faded by their attention to command and control.

The Electrician Example: When GC Fails to Control

There are many trade partners and vendors in our industry who can work at peak performance but are not allowed to. Take, for example, an outstanding electrician doing in-wall rough-in for the interiors of a building.

She plans her work, coordinates the rough-in locations, prefabricates what she can, and has her manpower ready and geared to go for the benefit of her company and the project.

What if the design then changes? What if other trades fail to coordinate with her rough-in locations? What if they fall behind and do not provide the work needed ahead of her? What if other trades leave open holes in the areas that are released to her?

Even with all her preparation, the proficient electrician will lose production time, fall behind, perform rework, and lose faith in the overall processes of the project.

In this case, the general contractor failed to provide suitable command and control. The general contractor owed the electrician a controlled project that would allow her to leverage her abilities.

The coordination effort should have included all trades, and its plan should have been enforced. The design changes should have been isolated so the main workforce was not derailed. The general contractor should have educated the other trade partners and enforced the concept of pulling work and finishing on time.

The general contractor should have created a system to see potential problems that may have arisen in the work and prevented them through standard processes.

You can be sure when you see chaos on a project, schedules pushing behind, bad quality and safety issues, that no one is in command and no one is in control. We must be in control of our projects to create remarkable experiences and shared success.

Cultural Creation Determines Fate

In their book, Will and Ariel Durant suggest the rise and fall of an empire hangs in the balance of something called cultural creation. Roughly defined, a culture is comprised of the customs, arts, social institutions, and achievements of a particular nation, people, or other social group.

The Durants argue that the customs of a culture, and specifically the behaviors that motivate those customs, determine a society’s fate more than the external conditions.

If internal culture plays a major role in a society’s destiny, then it follows that the beliefs, decisions, and actions of a business will also decide its fate.

This work was written to shape the culture for all field builders. If you allow these lessons to influence your way of thinking, you will see immediate results in your effectiveness as a builder.

The System Failed You

Let’s be clear. When superintendents only know how to use hammer, it’s not entirely their fault. The system failed by teaching that leadership is pushing, yelling, screaming, throwing hard hats. Nobody showed that if carpenter can only use hammer, he’s not carpenter. Nobody explained that if superintendent can only push, he’s not leader, he’s pusher. Pushers are dime a dozen. The system taught push harder when actually need full tool belt.

The system also failed by not teaching that people don’t always like to be pushed. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Sometimes people want to be pulled, supported, trusted, motivated by other approach. There are many tools valuable in tool belt when dealing with people. Different people respond to different approaches. Can’t use hammer on every problem. The system taught one approach when actually need multiple tools.

The system fails by not teaching command with purpose and control the outcome. When you see chaos on project, schedules pushing behind, bad quality and safety issues, no one is in command and no one is in control. Electrician example: she plans work, coordinates locations, prefabricates, has manpower ready. But design changes. Other trades fail to coordinate. Fall behind. Leave open holes. She loses production time, performs rework, loses faith. GC failed to provide suitable command and control. GC owed her controlled project allowing her to leverage abilities. The system taught react to chaos when actually create controlled project preventing chaos.

The Challenge

Here’s your assignment. Stop being carpenter with one tool. Start building full superintendent tool belt.

Recognize if you only know how to push, you’re pusher, not leader. Pushers are dime a dozen in this industry. If you’re yelling and screaming, throwing hard hat, pulling everyone together and repeating louder, wondering why they’re still not doing it right, you only have one tool. That’s hammer. You’re missing all leadership tools that should be hanging on your superintendent tool belt.

Learn that people don’t always like to be pushed. Sometimes they want to be pulled, supported, trusted, motivated by other approach. There are many other tools valuable in tool belt when dealing with people. Different situations require different tools. Different people respond to different approaches. Can’t build entire building with just hammer. Can’t lead entire team with just pushing.

Command with purpose, control the outcome. If owner provides correct funding and adequate design, remaining considerations are responsibility of builder. One might say external conditions are out of control, but with right preparation, builder will have planned for externalities. Destiny of project is in hands of builder. That destiny is faded by attention to command and control.

Create controlled project allowing trades to leverage abilities. Electrician plans work, coordinates locations, prefabricates, has manpower ready. GC owes her controlled project. Coordination effort should include all trades with plan enforced. Design changes should be isolated so main workforce not derailed. Educate trade partners and enforce concept of pulling work and finishing on time. Create system to see potential problems and prevent them through standard processes.

When you see chaos on project, schedules pushing behind, bad quality and safety issues, no one is in command and no one is in control. That’s unnecessary. It’s caused by contractors not having command of projects and failing to control outcomes. We must be in control of our projects to create remarkable experiences and shared success.

Build your leadership tool belt. Pull. Support. Trust. Motivate. Train. Listen. Coach. Guide. Enable. Protect. Not just hammer. Full tool belt.

Three days later, Dave came back asking to hear the hammer story again. That’s when he learned. That’s when he changed. That’s when he became leader instead of pusher.

On we go.

FAQ

What is the hammer story?

Dave was superintendent who yelled, screamed, threw hard hat. Frustrated people still not doing it right. Mike asked: if you hired carpenter who could only use claw hammer, would you fire him? Dave said yes. Mike said: you’re that carpenter. Only tool you know is hammer. You’re missing all leadership tools. Dave came back three days later asking to hear story again. Realized people don’t always want to be pushed, sometimes want to be pulled, supported, trusted, motivated by other approach.

What does “command with purpose, control the outcome” mean?

If owner provides correct funding and adequate design, remaining considerations are responsibility of builder. External conditions like weather or equipment can be planned for. Destiny of project is in hands of builder. When you see chaos on project, schedules pushing behind, bad quality and safety issues, no one is in command and no one is in control. Must be in control of projects to create remarkable experiences and shared success.

What’s the electrician example about?

Outstanding electrician plans work, coordinates locations, prefabricates, has manpower ready. But design changes. Other trades fail to coordinate. Fall behind. Leave open holes. She loses production time, performs rework, loses faith. GC failed to provide suitable command and control. GC owed her controlled project allowing her to leverage abilities. Should have coordinated all trades, isolated design changes, educated partners, created system preventing problems.

What are the leadership tools beyond pushing?

Pull. Support. Trust. Motivate. Train. Listen. Coach. Guide. Enable. Protect. Different tools for different situations. Different people respond to different approaches. Can’t use hammer on every problem. Can’t push everyone same way. Some want to be pulled. Some want support. Some want trust. Need multiple tools handling multiple situations with multiple people.

What makes you a pusher instead of a leader?

If you only know how to yell, scream, throw hard hat, pull everyone together and repeat louder, you only have one tool. That’s hammer. If carpenter can only use hammer, he’s not carpenter. If superintendent can only push, he’s not leader, he’s pusher. Pushers are dime a dozen in this industry. Need full tool belt to be real leader.

 

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.

Adapting Excellence on Smaller Projects

Posted on by Danny Jiménez⁩
Read 27 min

Are You Scaling to Small Jobs or Making Excuses?

You say: I can’t implement these techniques on smaller projects. I’m only one person. I don’t have coverage. I don’t have budget. I don’t have team. Can’t do reflection walks. Can’t do Takt planning. Can’t do quality systems. Can’t do roadblock removal. Too small. Not enough resources. Doesn’t apply. That’s making excuses. That’s victim mentality. Stop it. You’re being victim. Stop giving me these excuses that they don’t apply to small jobs. I know for fact that they do. Put me on small job. There’s no way in hell I’m going to be stuck there for 60, 70, 80 hours, locking up gate every day, burning life out, never at home with family, working from 4 AM to 8 PM. There’s no way in hell I’m doing that. If PM was like, well, you don’t have it in budget. I’m like, well, then you can work 18 hours day because I ain’t doing it. Problem really isn’t that they’re small jobs. It’s that you’re not getting creative enough. Everything can be scaled to smaller project. Seen it over and over and over again. If one person can do it, you can, or those people are smarter than you. And if I said, is that person smarter than you? You’d be like, hell no. So what’s the difference? You’re just not being creative enough. If one person can do it, you can. Get logistics foreman. Get help from PM. Schedule with safety director. Think of every person in hall. Get home office administrator. Get front office desk phone call answer guy. Can you come watch my project for Friday afternoon? Get creative. You deserve coverage. So stop excuses. Let’s get this done.

Here’s what most superintendents miss. They think small jobs mean can’t implement good systems. Can’t do Takt planning. Can’t do quality systems. Can’t do roadblock removal. Can’t do coverage. Budget too small. Team too small. Resources too limited. So they accept chaos. Accept 70-hour weeks. Accept burning out. Accept family suffering. Accept project suffering. Because convinced small job means can’t do it right. That’s excuse. That’s victim mentality. Different from superintendent who gets creative. Says: I deserve coverage for things I need. Gets logistics foreman. Gets PM help. Schedules with safety director. Thinks of every person who could help. Gets creative solving coverage problem. Implements Takt planning scaled to small team. Implements quality systems with PM help. Implements roadblock removal with group texts. Works reasonable hours. Protects family. Runs good project. Because decided: this is how you build good jobs. Either you’re going to build good job or you’re not going to build good job. You’re not going to not do these things and build good job. Make decision. Tell company: I love you, I’m loyal, but we’re going to make change. I’m in on pre-con. I’m planning job. Because if you don’t plan job in pre-construction with builders, it’s going to suck. One plus one equals two. One plus one does not equal three. No pre-con effort with builders does not equal finishing on time. That’s stupid.

The challenge is most superintendents never learned that ideal team size is four. Gets harder once team sizes get above nine or 12 unless you break project into separate project teams. So small teams actually easier, not harder. But superintendents think: I’m only one person, how do I do coverage system? Well, freaking duh. I don’t expect you to do that, but I do expect you to have coverage for things you need because you deserve it. Get creative. Stop being victim. Stop giving excuses. Everything scales to smaller projects: Takt planning (scaled back, totally possible), last planner (100% scales), reflection walks (yeah, you can do that on small job), project planning (I would for sure do that on smaller job), pre-construction meetings (the smaller the better, honestly), make ready scheduling (yep), quality process (you can have wonderful quality program, just need little help from PM), zero tolerance (yeah, you can do that on small job), grading contractors (yep), foreman standard work, continuous improvement, whole nine. Went through whole list. There’s nothing you can’t do. Only thing that changes is coverage systems little bit harder and you need to be in pre-construction stages so you have time.

Technology: Active vs Passive Information

Technology should not do things humans should do, and technology should do the things that humans should not be doing. If it’s communication, collaboration, visualizing, technology should allow humans to do that. Technology shouldn’t substitute things like that. Zoom, data dashboards, visualizations, BIM models all help humans collaborate, but should never take functions of actual communication or collaboration that humans should do themselves.

But things like calculations, artificial intelligence, creating historical patterns and projections, complex math, doing repetitive tasks that humans shouldn’t be doing, that’s purpose of technology.

When we see digital platforms just transferring sticky notes from walls where it’s active information and putting it onto database, that’s something humans should be doing. Maybe online platform works better, but don’t just do something for sake of making it digital and online. Has to be filtered through: what should humans do? What should automation do?

Active information means it’s visual to human beings and we can use it in active way. Visual management is about it being active in front of people so they can see status of whether team is winning one look away and correct. Don’t take things from wall and put into computer just for sake of putting into computer. Your active information must be visual and accessible at all times.

If that means you print something out or use whiteboard on wall, so be it. Nobody should poo-poo those things. If it makes more sense because you’re working remotely or using large screen TVs or iPads and more people can access visual information, then by all means use technology. But don’t do it for sake of just doing it with technology.

Software Should Be Addictive, Useful, Fast

Anything we do should be addictive as Facebook, useful as YouTube, and quick as Wikipedia. When somebody gives me project management software takes me 37 steps to fill out safety report, answer isn’t no. It’s hell no. There’s no way I’m doing that. That’s absolute waste of time and it’s stupid.

If you are developer, you need to cater in every way to workers, foremen, superintendents, PMs, PEs, field engineers out there in field doing work. Here’s test: Are people addicted to this versus doing it by hand? Is it more useful to do it digitally than old way? Is it quicker to do it this way or was it quicker to do old way?

Don’t justify 37 steps to enter safety form so you can get corporate data that nobody’s going to do anything with. Want it addictive. Want it useful. Want it fast.

Software developers need to actually go to place where people are doing work and find out how people doing work want to do it. We are smart enough to figure this out.

All-in-One Often Becomes All-in-None

Most of time when everyone consolidates into all-in-one, it becomes all-in-none because now you don’t have functionality whereas human being could have learned couple different types of applications which were really killer.

Remember one time somebody saying: we switched from BIM 360 Field to quality app on our project management software. Oh, it’s great. It’s all-in-one. Then we asked question: well, what are numbers? Oh, yeah, we tracked it. When we were in BIM 360 Field, we were at like 850 observations week in company. Where are you at now? 25 and we’re plateauing and it used to be growing exponentially.

How does this make sense? You were 850 observations week. Now you’re down to 25 and you think this all-in-one solution has made this better? This is ridiculous.

Do not go get software for your company unless it’s thoroughly tested and proven and endorsed by people actually doing work.

Everything Scales to Smaller Projects

Takt planning: scaled back, totally possible on smaller job. Last planner system: 100% scales. Reflection walks: yeah, you can do that on small job. Project planning: I would for sure do that on smaller job. Pre-construction meetings: the smaller the better, honestly. Make ready scheduling: yep. Weekly work planning: yep. Day planning huddles: yep. Meeting system: it’ll be scaled back, totally possible on smaller job. Procurement deliveries: totally possible. Accountability: you can have wonderful quality program, just need little help from PM.

Daily issue correction system: I would 100% send out group texts to foreman every day. 100%. That’s how I make sure I’m not taking that whole burden on myself. Roadblock removal system: going to go fast now. Zero tolerance: yeah, you can do that on small job. Grading contractors: yep. Foreman standard work, foreman’s continuous improvement, whole nine.

Just went through whole list. There’s nothing you can’t do. Only thing that changes is coverage systems little bit harder and you need to make sure you’re in pre-construction stages so you have time to do some of these things we highly recommend.

This is way to build projects. If you’re like: I would do good pre-construction meetings or quality process or project planning if I get enough time. If, if, if, if, if. Stop the ifs. This is how you build good jobs. Either you’re going to build good job or you’re not going to build good job. You’re not going to not do these things and build good job.

Make decision and tell your company: hey, I love you. I went in on these jobs early and I want to be part of it. 100%. I’m not doing this anymore. I love you. I’m loyal, but we’re going to make change.

The System Failed You

Let’s be clear. When superintendents say can’t implement on smaller projects, it’s not entirely their fault. The system failed by teaching that small jobs mean limited resources mean can’t do it right. Nobody showed that ideal team size is four, so small teams actually easier. Nobody explained that everything scales: Takt planning, last planner, reflection walks, quality systems, roadblock removal, whole nine. The system taught accept chaos on small jobs when actually get creative and implement good systems.

The system also failed by not teaching to get creative with coverage. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. You deserve coverage for things you need. Get logistics foreman. Get PM help. Schedule with safety director. Think of every person in hall. Get home office administrator. Front office desk phone call answer guy. Can you come watch my project for Friday afternoon? The system taught you’re stuck alone when actually get creative solving coverage.

The system fails by not teaching that if you don’t plan job in pre-construction with builders, it’s going to suck. One plus one equals two. No pre-con effort does not equal finishing on time. Make decision. Tell company: I love you, I’m loyal, but I’m in on pre-con. I’m planning job. Because that’s how jobs finish on time. The system taught accept whatever when actually demand to be part of planning.

The Challenge

Here’s your assignment. Stop making excuses about small jobs. Start getting creative.

Recognize everything scales to smaller projects. Takt planning, last planner, reflection walks, project planning, pre-construction meetings, make ready scheduling, quality systems, zero tolerance, grading contractors, foreman standard work. Went through whole list. Nothing you can’t do. Only thing that changes is coverage systems little bit harder.

Get creative with coverage. You deserve coverage for things you need. Don’t accept: I’m only one person so I’m stuck here 70 hours week. Get logistics foreman. Get PM help. Schedule with safety director. Think of every person who could help. Home office administrator. Front office desk phone call answer guy. Freaking get creative. Stop being victim.

Demand to be part of pre-construction. Tell company: I love you, I’m loyal, but if I’m going to be on job, I’m in on pre-con. I’m planning job. Because if you don’t plan job in pre-construction with builders, it’s going to suck. One plus one does not equal three. No pre-con effort does not equal finishing on time.

Remember ideal team size is four. Gets harder once team sizes get above nine or 12. So small teams actually easier, not harder. Stop thinking small job means can’t do it right. Start thinking small team means more nimble, easier to implement.

Use active information. Must be visual and accessible at all times. If that means print something out or use whiteboard on wall, so be it. Don’t do digital for sake of digital. Do what makes information most visual and accessible.

Demand software that’s addictive as Facebook, useful as YouTube, quick as Wikipedia. If it takes 37 steps to fill out safety report, answer is hell no. Not doing it. Don’t accept software that makes work harder.

Problem isn’t that they’re small jobs. Problem is you’re not getting creative enough. If one person can do it, you can. If I said is that person smarter than you, you’d be like hell no. So what’s difference? You’re just not being creative enough. If one person can do it, you can.

On we go.

FAQ

Can you implement Takt planning on small jobs?

Scaled back, totally possible on smaller job. Last planner system 100% scales. Everything scales to smaller projects. Only thing that changes is coverage systems little bit harder and you need to be in pre-construction stages so you have time. Either you’re going to build good job or you’re not. You’re not going to not do these things and build good job.

How do you solve coverage on small jobs?

Get creative. You deserve coverage for things you need. Get logistics foreman. Get PM help. Schedule with safety director. Think of every person in hall. Home office administrator. Front office desk phone call answer guy. Can you come watch my project for Friday afternoon? Freaking get creative. Stop being victim. Stop giving excuses.

What’s the difference between active and passive information?

Active information means it’s visual to human beings and we can use it in active way. Visual management is about it being active in front of people so they can see status of whether team is winning one look away. Don’t take things from wall and put into computer just for sake of putting into computer. Active information must be visual and accessible at all times.

What makes good software?

Addictive as Facebook, useful as YouTube, and quick as Wikipedia. Are people addicted to this versus doing it by hand? Is it more useful to do it digitally than old way? Is it quicker to do it this way or was it quicker to do old way? Don’t justify 37 steps to enter safety form for corporate data nobody uses.

Why do small jobs actually have advantage?

Ideal team size is four. Gets harder once team sizes get above nine or 12 unless you break project into separate project teams. So small teams actually easier, not harder. More nimble, easier to implement. Problem isn’t that they’re small jobs. Problem is you’re not getting creative enough. If one person can do it, you can

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.

Using FOCCCUS to Identify Bottlenecks

Posted on by Danny Jiménez⁩
Read 23 min

Are You Seeing Bottlenecks Everywhere or Missing Them?

You have problem. Trench digging too slow. So you throw manpower at it. More workers. More materials. More money. Push harder. Rush. Let’s go. But production doesn’t increase. Actually slows down. Because you’re pushing against bottleneck, which no matter how hard you push, will not increase flow of project or throughput of system or production. Sometimes actually slows it down because once you push, you have backlog of pressure and build up taking more effort slowing down entire system. Different from analyzing where actual bottleneck is. We were looking at how could we get 400 linear feet of 12-foot deep trench done in day. By time we were done tacting it out, still didn’t work. Started looking for bottlenecks. Looked at process times for each individual activity. Found out trench box was bottleneck. If that trench box wasn’t bottleneck, they would have more flow. Started asking dumb questions. Can you have two trench boxes? Can you have two backhoes? No, can’t do that. But actual crews figured out: if I dig trench, install pipe, shade it to where there’s foot of cover super level, then we can pull trench box forward, get it out of way, let heel man and mini excavator backfill trench, use remote control compactor inside trench. Even though wasn’t super easy to increase capacity, there were sequencing things allowing capacity of that bottleneck to be increased and they increased production. That’s not pushing through bottleneck. That’s increasing capacity of bottleneck. That’s how you increase flow.

Here’s what most superintendents miss. They see slow production. Think: need more manpower. More materials. More money. Push harder. Rush. So they throw resources at problem. Push against bottleneck. Increase pressure. But speed doesn’t increase. Actually slows down because backlog of pressure builds up. Different from superintendent who sees bottlenecks everywhere. Like Sixth Sense movie. Kid sees dead people everywhere. Once you start to see bottlenecks, you start to see them everywhere. Superintendent analyzes process times for each activity. Finds actual bottleneck. Asks questions: how do we increase capacity of this bottleneck? Not how do we push harder through it. Trench box example: sequencing changes allowing capacity increase. Paint shop example in Germany: build canopy outside with heating lamps increasing drying capacity. Pre-cast shop example: rush orders interrupting supply chain, so cast roof sections in different line. That’s FOCCCUS formula: Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start again. That’s increasing capacity of bottlenecks instead of pushing through them.

The challenge is most superintendents never learned to see bottlenecks everywhere. Never learned FOCCCUS formula. Never learned that every system will have scope that’s bottleneck and as you optimize those bottlenecks, more bottlenecks will show up. Never learned that better way to increase flow is not to push things through bottleneck but to increase capacity of bottleneck. So they default to pushing. Throwing manpower, materials, money at problem. Wondering why production doesn’t increase when answer is they’re pushing against bottleneck instead of increasing its capacity. Need to get to point where have eyes to see bottlenecks everywhere. Then start optimizing them. Go through FOCCCUS formula. Really increase flow of organization.

The Trench Box Bottleneck

We were analyzing Takt plan for some civil work. Looking at how could we get 400 linear feet of this 12-foot deep trench done in day.

By time we were done tacting it out, still didn’t work. Started to look for bottlenecks. Looked at process times for each individual activity. Found out trench box was bottleneck. If that trench box wasn’t bottleneck, they could go faster, would have more flow.

Started asking lot of really dumb questions. Can you have two trench boxes and pull them in and out? Can you have two backhoes? No, can’t do that. No, can’t do that.

But actual crews figured out: if I dig trench and install pipe and at least shade it to where there’s foot of cover and leave it super level, then we can pull trench box forward, get it out of way, let heel man and mini excavator backfill trench, use remote control compactor, little roller inside trench, actually backfill pipe without having to leave trench box there.

Even though wasn’t super easy to increase capacity, there were some sequencing things allowing capacity of that bottleneck to be increased and they increased production.

The Pre-Cast Shop Assembly Area

Looking in pre-cast facility in Germany at where bottlenecks were. End of line, weren’t really any bottlenecks. Beginning of line, seemed to be some trouble. Team pointed at one assembly area where they assemble pre-cast rooms together. Said: that’s our bottleneck, that’s where we’re having trouble.

Started to analyze that and see if actually true. Came up that no, assembly doesn’t take long time. It’s feeding the assembly.

Then found out it wasn’t feeding assembly. It’s when all feeding activities of actual pre-cast panels were interrupted with non-room assembly panels. Meaning when somebody just wanted roof section or rush order or something out of sequence, it would interrupt supply chain.

Found out bottleneck was actually when additional rush orders came as part of line. Assembly area wasn’t bottleneck. By looking at root causes of things and rate of throughput per area, were able to find real bottleneck and fix problem.

The Paint Shop Bottleneck

Were in Germany looking at pre-cast manufacturing facility where they painted these sections ready to ship out and install. Asked question: where’s bottleneck in this facility? Because we know you’re going to have to go faster.

Felipe was with me. He pointed. Said: you can see it right now. You can see all these concrete pre-cast cylinders right here in front of paint shop. This is your bottleneck.

Started right down: what are throughput times? How many units can you get through in day through paint shop? Twenty. How many units can you feed into paint shop? Thirty. Felipe was right. We have bottleneck problem.

Started to ask: when do you not have bottleneck problem? Well, when it’s sunny and we can move them outside to dry instead of keeping them on line.

Walked outside. There’s like 200 feet of conveyor belt, basically huge platforms that roll on wheels moving these things around. Question was asked: if you don’t have bottleneck when you’re able to dry these things outside, on rainy days could you let them come outside but build canopy out here and have heating lamps on all sides that would heat paint and allow you to increase capacity of bottleneck?

They were like: wow, that would work. Well, what about crane? What about this? What about that? We’re like: you would only shade three quarters so crane could still access it. What about weather? We would tie it into building. What about heat? We would put lamps in there. What about, what about. Kept going through it.

Seems like in that instance, we can actually increase capacity of that bottleneck and increase rate of throughput through overall manufacturing facility.

FOCCCUS Formula: Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start Again

Theory of constraints goes like this:

Find: Identify constraint or bottleneck. Break down each step in process. Figure out how much time each step takes. Usually can find bottleneck just like that.

Optimize: Focus on work of bottleneck. Find ways to squeeze more out of it or increase capacity. Shown with trench box example, paint shop example. Readjust sequence. Readjust logistics.

Coordinate: Coordinate non-bottlenecks so they can help make use of bottleneck. In trench box example, utilized heel man, rear workers, with mini excavator and additional piece of equipment. Coordinated other scopes, workers, pieces of equipment resources to help actual bottleneck which was trench box.

Collaborate: Work together to find out how non-bottlenecks can help bottlenecks without cutting corners. Once we coordinate, we collaborate.

Curate: Reduce demand on bottleneck. Focus on increasing capacity. In pre-cast shop example where having trouble feeding assembly area, found out too much demand on that actual process. Cast roof sections and rush orders in different shop or different line so can keep consistent throughput in feeding assembly area.

Upgrade: Upgrade resource or replace it with bigger, faster model. Could redo entire paint shop manufacturing facility. Could upgrade lines in pre-cast manufacturing facility. Could find way to get trench box that can be loaded in and out.

Start Again: Once you’ve found, optimized, coordinated, collaborated, curated, upgraded, then you have expanded or increased capacity of bottleneck. Need to focus somewhere else because new bottlenecks will show up in system.

The System Failed You

Let’s be clear. When superintendents push through bottlenecks instead of increasing capacity, it’s not entirely their fault. The system failed by teaching throw manpower, materials, money at problems. Nobody showed that when we throw resources at problem, we’re just pushing stuff against bottleneck which increases pressure but won’t increase speed. Nobody explained that pushing creates backlog of pressure and build up taking more effort actually slowing down entire system. The system taught push harder when actually increase capacity of bottleneck.

The system also failed by not teaching to see bottlenecks everywhere. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Every system will have scope that’s bottleneck. As you optimize those bottlenecks, more bottlenecks will show up. Once you start to see bottlenecks, start to see them everywhere. Like Sixth Sense: I see bottlenecks everywhere. The system taught accept slow production when actually find and fix bottlenecks.

The system fails by not teaching FOCCCUS formula. Find bottleneck by breaking down each step, figuring out time each step takes. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help bottleneck. Collaborate to find how non-bottlenecks help without cutting corners. Curate by reducing demand on bottleneck. Upgrade resource or replace with bigger, faster model. Start again because new bottlenecks show up. The system taught wing it when actually use systematic approach finding and fixing bottlenecks.

The Challenge

Here’s your assignment. Stop pushing through bottlenecks. Start increasing their capacity.

Find five bottlenecks. When you come to office or go to work, take process. Can be accounting. Can be maintenance of equipment. Can be digging of trench. Could be anything. Go find bottleneck in whatever process. Find five of them. Get used to it. Then you’ll start seeing bottlenecks everywhere.

Use FOCCCUS formula. Find by breaking down each step, figuring out time each step takes. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help bottleneck. Collaborate to find how non-bottlenecks help. Curate by reducing demand. Upgrade resource or replace. Start again because new bottlenecks show up.

Stop pushing. Throwing manpower, materials, money at problems just pushes stuff against bottleneck increasing pressure but not speed. Creates backlog of pressure and build up taking more effort slowing down entire system. Don’t push through bottleneck. Increase capacity of bottleneck.

Learn from examples. Trench box: sequencing changes allowing capacity increase. Pre-cast shop: rush orders interrupting supply chain, so cast roof sections in different line. Paint shop: build canopy outside with heating lamps increasing drying capacity. That’s increasing capacity, not pushing through.

Remember every system will have scope that’s bottleneck. As you optimize those bottlenecks, more bottlenecks will show up. Better way to increase flow is not to push things through bottleneck but to increase capacity of bottleneck. That’s how you really increase flow of organization.

Get to point where you have eyes to see bottlenecks everywhere. Like Sixth Sense kid seeing dead people. Once you start to see bottlenecks, start to see them everywhere. Then start optimizing them. Go through FOCCCUS formula. Really increase flow.

On we go.

FAQ

What is FOCCCUS formula?

Find, Optimize, Coordinate, Collaborate, Curate, Upgrade, Start again. Find bottleneck by breaking down each step. Optimize by readjusting sequence and logistics. Coordinate non-bottlenecks to help. Collaborate to find how non-bottlenecks help. Curate by reducing demand. Upgrade resource or replace. Start again because new bottlenecks show up.

What’s wrong with pushing through bottlenecks?

When we throw manpower, materials, money at problem, we’re just pushing stuff against bottleneck which increases pressure but won’t increase speed. Sometimes actually slows down because once you push, you have backlog of pressure and build up taking more effort slowing down entire system. Don’t push through bottleneck. Increase capacity of bottleneck.

What’s the trench box example?

400 linear feet of 12-foot deep trench. Tacting it out still didn’t work. Found trench box was bottleneck. Asked: can you have two trench boxes? No. But crews figured out: dig trench, install pipe, shade it with foot of cover super level, pull trench box forward, let heel man and mini excavator backfill with remote control compactor. Sequencing changes allowing capacity increase.

What’s the paint shop example?

Pre-cast manufacturing facility painting sections. Felipe pointed: you can see bottleneck, all these cylinders in front of paint shop. Paint shop throughput: 20 units per day. Feed capacity: 30 units. Bottleneck problem. When sunny, move outside to dry. Solution: build canopy outside with heating lamps increasing drying capacity on rainy days.

How do you start seeing bottlenecks everywhere?

Find five bottlenecks. Take process: accounting, maintenance, digging trench, anything. Find bottleneck. Do this five times. Get used to it. Then start seeing bottlenecks everywhere. Like Sixth Sense: I see bottlenecks everywhere. As you see bottlenecks everywhere, start optimizing them using FOCCCUS formula.

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.

Elevating Construction Superintendents – Part 2

Posted on by Danny Jiménez⁩
Read 23 min

Are You Putting Yourself Down or Letting Your Light Shine?

You’re at training. Facilitator has you sit knee to knee with another human being. Literally touching knees. In front of another person. Facing each other sitting down. Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile. You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. This exercise was to see how you show up when in intimate situation. Intimate situation being actually connecting on visual level with another human being. Good activity showing you how to get more comfortable with human interaction. Then they threw surprise. Asked: what did you notice about yourself? Didn’t know they were going to ask this question. What did you notice about yourself? You noticed you moved your shoulders down. Put your head down. Lowered your position so other person would feel comfortable. Somebody might say: that’s not big deal. Fair point. But you had naturally put yourself down so somebody else would feel comfortable. Didn’t know you were doing that with people. So many people in life saying: you’re too much or too energetic or too enthusiastic or too whatever. So you’ve become accustomed to putting yourself down so you can make other people comfortable. That was revelatory moment. You diminished yourself. Diminished yourself to make others feel comfortable. Vowed after that training to be who you are. To authentically be who you naturally show up as. To let things fall as they may. One of best decisions ever made.

Here’s what most people miss. They think being humble means diminishing themselves. Making themselves small. Lowering position. Moving shoulders down. Putting head down. Making others comfortable by being less. So they hide light under bushel. Play small. Act in way that’s not giving other people license to do same. Hold back talents. Don’t share gifts with world. Because think if they shine too bright, others will feel uncomfortable. Different from letting light shine. Being fully who you are. Authentically showing up as you naturally are. Letting things fall as they may. When you diminish yourself, you’re actually taking choice from others of whether they want to like you or accept you or really appreciate who you are. When you let light shine, you give others gift that is you. You unconsciously give other people permission to do same. As we are liberated from our own fear, our presence automatically liberates others. That’s not arrogance. That’s authenticity. That’s letting light shine so others can too.

The challenge is most people never learned that diminishing yourself takes choice from others. Never learned that when you move shoulders down, put head down, lower position to make others comfortable, you’re actually preventing them from choosing whether they want to appreciate who you really are. Never learned that playing small doesn’t serve world. That there’s nothing enlightened about shrinking so others won’t feel insecure around you. Never learned that as you are liberated from your own fear, your presence automatically liberates others. So they keep diminishing themselves. Keep hiding light under bushel. Keep playing small. Keep holding back. Wonder why not fulfilled when answer is they’re not being fully themselves. Not letting light shine. Not giving others permission through example to let their lights shine too.

The Knee-to-Knee Exercise

Was at training, Rapport Leadership International. They take you through process where you sit knee to knee with another human being. You look at other person’s face. Facilitator has you sit like literally touching knees. In front of another human being. Could be male, could be female. Was in front of another male. Facing each other sitting down.

Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile.

You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. Really what this exercise was for was to see how you show up when you are in not sexual but intimate situation. Intimate situation is being actually connecting on visual level with another human being.

Thought: this is really good activity. Really like this because it’s showing me how I can get more comfortable with human interaction.

But then they threw surprise. Said: what did you notice about yourself? Didn’t know they were going to ask this question. Didn’t even guess.

After that, they said: what did you notice about yourself? Noticed that moved shoulders down. Put head down. Lowered position so other person would feel comfortable.

Somebody might be like: that’s not that big of deal. Fair point. But had naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people.

There are so many people in life that are like: oh, you’re too much or too energetic or too enthusiastic or too whatever. So have up until now become accustomed to putting myself down so can make other people comfortable.

That was revelatory moment. Diminished myself. Diminished myself to make others feel comfortable.

Vowed after that training to be who I am. To authentically be who I naturally show up as. To just let things fall as they may. Can tell you, it’s one of best decisions ever made in life.

Are You Brilliant, Gorgeous, Talented, and Fabulous?

Let me ask you question. Are you letting your light be hid under bushel? Are you diminishing yourself to make other people feel comfortable? Do you realize how brilliant, gorgeous, talented and fabulous you are?

Are you playing small right now? Are you acting in way and showing up in way that is not giving other people license to do same? Are you providing or sharing or showing up with your talents to world and giving other people gift that is you? Or are you holding back?

Are you letting your own light shine so that you can, again, unconsciously give other people permission to do same?

Personal opinion is we have opportunity to be fully who we are and to let others actually have their choice of accepting us way that we are or not. Ultimately, when we diminish ourselves, we’re actually taking choice from others of whether or not they want to like us or accept us or really appreciate who we are.

As We Are Liberated From Our Own Fear

When you diminish yourself, you take choice from others. They don’t get to choose whether they want to appreciate real you. They only see diminished version. Smaller version. Version with shoulders down, head down, position lowered.

When you let light shine, you give others gift. Real you. Authentic you. Fully who you are. They get to choose whether they want to like you, accept you, appreciate you. That’s their choice. But at least they’re choosing based on real you, not diminished version.

And when you let light shine, you unconsciously give other people permission to do same. Your presence automatically liberates others. They see you being fully yourself. Being authentic. Letting light shine. And they think: maybe I can too. Maybe I don’t have to play small. Maybe I don’t have to hide under bushel. Maybe I can be fully me.

That’s how liberation works. As we are liberated from our own fear, our presence automatically liberates others.

The System Failed You

Let’s be clear. When people diminish themselves and hide light under bushel, it’s not entirely their fault. The system failed by teaching that being humble means making yourself small. Nobody showed that moving shoulders down, putting head down, lowering position to make others comfortable is actually taking choice from them. Nobody explained that when you diminish yourself, you prevent others from choosing whether they want to appreciate who you really are. The system taught be less so others feel comfortable when actually be fully yourself.

The system also failed by not teaching that playing small doesn’t serve world. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. There’s nothing enlightened about shrinking so others won’t feel insecure around you. Are you brilliant, gorgeous, talented and fabulous? Are you playing small right now? Are you acting in way not giving other people license to do same? Are you holding back talents instead of sharing gifts with world? The system taught hide your light when actually let it shine.

The system fails by not teaching that as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. That’s how liberation works. But system never taught this, so people keep diminishing themselves thinking it’s humility when actually it’s taking choice from others and preventing liberation.

The Challenge

Here’s your assignment. Stop diminishing yourself. Start letting your light shine.

Analyze what things you need to be more authentic about. How could you be more of you? How could you let your light shine? Pick one thing. Starting tomorrow, make resolution that you will be more fully yourself.

Recognize when you’re diminishing yourself. Moving shoulders down. Putting head down. Lowering position to make others comfortable. Playing small. Acting in way not giving others license to do same. Holding back talents. Not sharing gifts with world. That’s diminishing yourself to make others feel comfortable. But didn’t know you were doing that with people.

Vow to be who you are. To authentically be who you naturally show up as. To let things fall as they may. Be fully who you are. Let others have their choice of accepting you way you are or not. When you diminish yourself, you take choice from others of whether they want to like you, accept you, appreciate who you really are. Give them real you. Let them choose.

Let your light shine. Are you brilliant, gorgeous, talented and fabulous? Stop hiding under bushel. Stop playing small. Stop holding back. Share your talents with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

Remember as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, others see example. Think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works. Your light shining gives others permission to let theirs shine too.

We have opportunity to be fully who we are. Current condition is we’re not showing up and showing how brilliant, gorgeous, talented and fabulous we are. Current condition is we are diminishing ourselves. Change that. Be more authentic. Be more of you. Let light shine.

On we go.

FAQ

What is the knee-to-knee exercise?

Sit knee to knee with another human being literally touching knees. Look at their eyes, face, wrinkles, expressions, kindnesses, smile. Really uncomfortable being that close staring at somebody in eyes. Exercise shows how you show up in intimate situation, actually connecting on visual level with another human being. Then they ask: what did you notice about yourself?

What did you notice about yourself?

Moved shoulders down. Put head down. Lowered position so other person would feel comfortable. Naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people. So many people saying you’re too much, too energetic, too enthusiastic. Become accustomed to putting myself down to make other people comfortable. That was revelatory moment. Diminished myself to make others feel comfortable.

Why is diminishing yourself a problem?

When you diminish yourself, you’re actually taking choice from others of whether they want to like you, accept you, really appreciate who you are. They don’t get to choose based on real you, only diminished version. When you let light shine, you give them gift that is you. They get to choose whether they want to appreciate who you really are.

What does it mean to let your light shine?

Be who you are. Authentically be who you naturally show up as. Let things fall as they may. Don’t play small. Don’t hide talents. Don’t hold back. Share gifts with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

How does your light shining help others?

As we are liberated from our own fear, our presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works.

 

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.

Elevating Construction Superintendents – Part 4

Posted on by Danny Jiménez⁩
Read 28 min

Are You Treating Craft as Necessary Evil or as Heroes?

You ask yourself how you make money for company. Is it when we send email? Is it when we type letter? Is it when we drive around? Is it during meetings? Answer is simple. We make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions necessary to prepare for moment when worker works. Money is earned when work is being put into place. And who puts that work in place? The craft. Craft workers are heroes. They are star players. They are champions. And our industry treats them like necessary evil and at times, less than human. If you have found yourself operating with that mindset, I urge you to repent and rethink your life. Craft are critical to what we do. They deserve our respect and reverence. Knowing how important craft workers are to our work, our lives, our livelihood, our success, we need to optimize their work and provide them with clear instructions and training, reliable materials and information, and safe places to work. This is one of main duties of field engineer and superintendent: to create stability and flow in life of our skilled craft. Many superintendents in industry treat craft like slaves who need to get job done without any support. We can change that by sharing with them what we’re doing, why we’re doing it, asking their advice along way. We can take interest in their training and development. We can abandon patterns of wrong behavior by providing opportunities and helping craft meet their career goals and reach their potential. We can begin to focus on their work and give all we can to make it more effective, productive, and enjoyable. Because we are not in manufacturing business. We are in construction to build people first who then in turn build great buildings and great things. We are customer service business. We take care of needs of our customer and all customers around us.

Here’s what most superintendents miss. They think construction is about producing product at lowest possible total cost in shortest amount of time with greatest amount of value. So they treat craft as necessary evil. Resources to be deployed. Problems to be managed. People who need to get job done without support. But that’s backwards. We are in construction to build people first who then in turn build great buildings. We are customer service business. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be. Different from superintendent who leads with care and concern. Who runs safety because wants to keep people safe. Who installs quality work because cares about end users. Who optimizes craft work by providing clear instructions, reliable materials, safe places to work. Who asks: can all skilled craft on site come to work, go where they need to go, huddle with entire project team, then go to work with right materials, instructions, tools, clean work area? Is their work fulfilling yet uneventful? That’s creating stability and flow. That’s treating craft as heroes. That’s building people who build great buildings.

The challenge is most superintendents never learned that craft workers are heroes deserving respect and reverence. Never learned that we make money when worker is working, so everything else is preparing for that moment. Never learned that we are in construction to build people first. Never learned that definition of leadership is influence, and best influence comes from leading with care and concern for people. So they treat craft like necessary evil. Like slaves needing to get job done without support. Never ask their advice. Never take interest in their training. Never help them meet career goals. Wonder why morale is low and production suffers when answer is they’re not building people, they’re just trying to produce product. But givers gain and takers lose. Givers make difference for thousands of people. Takers suck energy out of teams, give industry bad name, make working on projects miserable for everybody.

We Build People Who Build Great Buildings

We are not in manufacturing business. Most people think construction is about producing product at lowest possible total cost in shortest amount of time with greatest amount of value. I would argue that we are in construction to build people first who then in turn build great buildings and great things.

We are customer service business. We take care of needs of our customer and all customers around us. If we do not foresee people who will eventually use our buildings, people who will maintain our buildings, and people currently working on our buildings, then we have gap that we need to close in our own personal leadership.

We need to act, control, and lead out of respect for those people and make them our priority.

Best superintendents in our industry are ones who are approachable, lead with vision of taking care of people, run safety because they want to keep people safe, and install quality work because they care about end users. These superintendents are not only approachable, but also authoritative and respected. They are leaders who can get people to rise up and follow them because of their influence.

At end of day, definition of leadership is influence. Leaders in our industry who make that vital connection will always be more influential.

Support the Craft: They Are the Heroes

Excellent superintendents make supporting craft one of their top priorities. Ask yourself how you make money for company. We make money when worker is working. Money is earned when work is being put into place. And who puts that work in place? The craft.

Craft workers are heroes. They are star players. They are champions. And our industry treats them like necessary evil and at times, less than human. If you have found yourself operating with that mindset, I urge you to repent and rethink your life.

Craft are critical to what we do. They deserve our respect and reverence. Knowing how important craft workers are to our work, our lives, our livelihood, and our success, we need to optimize their work and provide them with clear instructions and training, reliable materials and information, and safe places to work.

This is one of main duties of field engineer and superintendent: to create stability and flow in life of our skilled craft.

Ask yourself if all skilled craft on site can come to work, go to where they need to go, huddle with entire project team, and then go to work with right materials, instructions, tools, and clean work area. Is that situation they have? Is their work fulfilling yet uneventful? If not, we have work to do.

It sounds harsh and dramatic, but many superintendents in industry treat craft like slaves who need to get job done without any support. We can change that by sharing with them what we’re doing, why we’re doing it, and asking their advice along way. We can take interest in their training and development.

We can abandon patterns of wrong behavior by providing opportunities and helping craft meet their career goals and reach their potential. We can begin to focus on their work and give all we can to make it more effective, productive, and enjoyable.

Be Good Neighbor: Treat Them Like Your Grandmother Lives There

Being good neighbor is one of main responsibilities of project superintendent. We must protect our neighbors, people around us, our customers, pedestrians, motorists, and anyone within close proximity of project like we would protect our own family. It is appropriate to advise that we should treat neighbor on corner as if our own grandmother lived there.

One of our main goals is to elevate awareness of team to really care about needs of others. Project team only wins when we can stay on budget within schedule with quality project with team balance in meeting everyone’s individual career goals and when we have delivered remarkable experience for everyone that comes into contact with our project.

Who is your customer on project? Owner of building? End users? Designers? Any of these answers would be correct, but there are additions. Your neighbors are your customers. Your trade partners are your customers. People in adjacent buildings are your customers. Vendors are your customers. Trade partners that go after another sequence of work are customers.

Everybody on your project should be treated in like manner. This is way project can elevate performance and really take it to next level to create flow and good quality work product.

Exhaust Bad Behavior: Worst Behavior You’re Willing to Tolerate

There is nothing that will tear down motivation and morale of good people on your project site more than watching you tolerate bad behavior. As lead superintendent or as assistant superintendent on any part of project, you cannot tolerate bad behavior.

Remember this quote: success of any organization is determined by worst behavior leader is willing to tolerate.

As superintendent, you must have standards. People on project site must know what you expect, and you have to exhaust bad behavior.

Givers Gain and Takers Lose

You can always tell difference between superintendent who is just trying to do his or her job and superintendent who leads with care and concern. Latter will always be one who will have most influence on project.

Now, we are not at work to make friends and close relationships that outweigh need to do business and have respect and appropriate relationships on site. But everything we do within those respectful and professional relationships should be guided by care and concern for people on project.

Find role models who exemplify this behavior, then make resolutions for your own style of leadership. Focus on giving first, and then intentionally practice being leader that you want to be.

Givers gain and takers lose. Givers in this industry will make difference for thousands of people. Takers not only suck energy out of their own teams, but they give industry bad name, and they make working on their projects miserable for everybody.

The System Failed You

Let’s be clear. When superintendents treat craft as necessary evil, it’s not entirely their fault. The system failed by teaching that construction is about producing product at lowest cost in shortest time. Nobody showed that we are in construction to build people first who then in turn build great buildings. Nobody explained that we make money when worker is working, so everything else is preparing for that moment. The system taught produce product when actually build people who build great buildings.

The system also failed by not teaching that craft workers are heroes deserving respect and reverence. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Many superintendents treat craft like slaves who need to get job done without support. But craft are critical to what we do. Need to optimize their work by providing clear instructions, reliable materials, safe places to work. Create stability and flow in life of skilled craft. The system taught treat them as necessary evil when actually they are star players, champions, heroes.

The system fails by not teaching that definition of leadership is influence coming from care and concern for people. Best superintendents are approachable, lead with vision of taking care of people, run safety because want to keep people safe, install quality work because care about end users. Leaders who make that vital connection will always be more influential. Givers gain and takers lose. Givers make difference for thousands. Takers suck energy, give industry bad name, make projects miserable. The system taught focus on product when actually focus on people.

The Challenge

Here’s your assignment. Stop treating craft as necessary evil. Start treating them as heroes.

Recognize we make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions preparing for moment when worker works. Money earned when work being put into place. Who puts that work in place? The craft. They are heroes. Star players. Champions. They deserve our respect and reverence.

Optimize their work. Provide clear instructions and training. Reliable materials and information. Safe places to work. Create stability and flow in life of skilled craft. Ask: can all skilled craft come to work, go where they need to go, huddle with team, then go to work with right materials, instructions, tools, clean work area? Is their work fulfilling yet uneventful? If not, we have work to do.

Stop treating craft like slaves who need to get job done without support. Share with them what we’re doing, why we’re doing it. Ask their advice along way. Take interest in their training and development. Provide opportunities helping them meet career goals and reach potential. Focus on their work. Give all you can to make it more effective, productive, and enjoyable.

Remember we build people who build great buildings. We are not in manufacturing business. We are in construction to build people first who then in turn build great things. We are customer service business. Take care of needs of our customer and all customers around us. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be.

Lead with care and concern. Be approachable. Lead with vision of taking care of people. Run safety because you want to keep people safe. Install quality work because you care about end users. Definition of leadership is influence. Leaders who make that vital connection will always be more influential.

Be good neighbor. Treat neighbor on corner as if your own grandmother lived there. Elevate awareness of team to really care about needs of others. Deliver remarkable experience for everyone that comes into contact with project.

Exhaust bad behavior. Success of any organization is determined by worst behavior leader is willing to tolerate. Have standards. People must know what you expect.

Focus on giving first. Givers gain and takers lose. Givers make difference for thousands. Takers suck energy, give industry bad name, make projects miserable for everybody.

On we go.

FAQ

Why are craft workers the heroes?

We make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions preparing for moment when worker works. Money earned when work being put into place. Who puts that work in place? The craft. They are heroes, star players, champions. They deserve our respect and reverence.

How do you support the craft?

Optimize their work. Provide clear instructions and training, reliable materials and information, safe places to work. Create stability and flow in life of skilled craft. Share with them what we’re doing, why we’re doing it. Ask their advice. Take interest in their training and development. Help them meet career goals and reach potential.

What does it mean to build people who build great buildings?

We are not in manufacturing business. We are in construction to build people first who then in turn build great buildings and great things. We are customer service business. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be.

What is being a good neighbor?

Treat neighbor on corner as if your own grandmother lived there. Elevate awareness of team to really care about needs of others. Your neighbors are your customers. Trade partners are your customers. People in adjacent buildings are your customers. Everybody should be treated in like manner. Deliver remarkable experience for everyone that comes into contact with project.

Why do givers gain and takers lose?

Givers in this industry will make difference for thousands of people. Takers not only suck energy out of their own teams, but they give industry bad name, and they make working on their projects miserable for everybody. Definition of leadership is influence. Leaders who lead with care and concern for people will always be more influential.

 

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.

Respect for People, Feat. Niklas Modig

Posted on by Danny Jiménez⁩
Read 26 min

Are You a 1 or a 10 on the Respect Scale?

Your dad calls. Says: I was just at doctor. He said I need to lose weight and start to work out. Can I join you to gym? You laugh. Say of course. He’s never been to gym. Buys workout clothes. Buys expensive membership. Comes in looking like little rabbit surrounded by wolves. You and your brother doing your thing with personal trainer. Fed up with yourselves. Let him go. He does his best. Walking on treadmill. Lifting some weights. Doesn’t like it but motivated. After hour in shower, he’s happy. Says: guys, let’s have fika and celebrate this. You tell him: dad, first of all, you haven’t moved. You’re not even sweaty. Now you’re going to have fika. Do you actually think you’re going to lose weight? Took 10 seconds to say that sentence. Not only words, but way you said it. He looked at you as wet dog. Said: oh, you’re right. Took his bag and left gym. Could see he was really sad. Didn’t feel he succeeded at all. That’s a 1 on respect scale. Years later, he’s sick in hospital. You drop everything. Fly to be with him. Stay by his side. Show him he matters. That’s a 10 on respect scale. Foundation of lean is to focus on flow. Flow means we work together cross-functionally. That means we are dependent on each other. That means we need teamwork and respect. You cannot give baton with 1 or 2. You give them with 8, 9 or 10. That’s how you create flow. If we can just start with when implementing lean, let’s be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

Here’s what most people miss. They think respect is trivial word. Of course I respect people. But don’t give it meaning. Don’t have stories demonstrating what is 1 and what is 10. So they’re unaware of their behavior. Dad wanted to join gym. Motivated. Doing his best. Niklas crushed him with words in 10 seconds. Made him feel like wet dog. That’s 1. But Niklas was probably unaware in that moment how devastating those words were. Different from years later when he was 10. Dropped everything to be with dad in hospital. Showed respect and dignity. That’s elevation. That’s awareness. Have to give words meaning with stories. Then you have something. Like Christmas tree. You build Christmas tree then decorate it with things. Decoration means now we can talk about respect. Say: that’s a 7. Met woman at shop, she was 10. Know exactly she treated me like I was angel or king. Starting point is give words meaning with stories then start to apply them.

The challenge is most people never learned respect scale. Never had stories giving meaning to what is 1 versus 10. So they’re unaware. They meet someone who treats them 5, maybe don’t react. But will react if it’s 10 or 9 or if it’s 1 or 2. When run into 1 or 2, have to ask: shall I be person who triggers negative spiral? If they give me 2, I give them 1 and it starts. Or shall I be person that triggers positive spirals? Even if they treat me with 2, maybe don’t go to 10, but could at least say: hey, I didn’t appreciate that. Then give something positive back. That’s where it starts. Starting positive spirals. How do you want to be remembered? Who do you want to be? It’s just choice. Will always meet 1, 2, 3s all time. But if just choose to say: okay, they probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware about their behavior. Very few people are evil. People are subconscious or unaware. But maybe increase awareness if actually are positive spiral. Here was 2, let’s give him 9 and see how reacts. That’s pattern interruption. Usually makes them cry. Oh, I’m sorry. I was asshole. Don’t get that smile if go into negative spiral.

The Gym Story: A 1 on the Respect Scale

Niklas’s dad Magnus born in 1948. One of generation who you can ask anything and he always knows it. Engineer. Always right answer. Loves if you ask him something because wants to show he knows everything. Had lot of fights with Niklas but also very close because had fights but good at becoming friends again.

Maybe 10 years ago, dad calls. Says: hi, Niklas, I was just at doctor and he said I need to lose some weight and start to work out. Can I join you and Eric (Niklas’s brother) to gym? Niklas was quiet. Said of course you can join gym. Was laughing.

They were working at gym called Metropole. Had personal trainer. Thought they were so cool. Dad had never been at gym. Bought workout clothes. Bought membership which was quite expensive. Came there. Looked like little rabbit surrounded by 20 wolves when came in. So small. Wasn’t toughest guy on Earth. But knew he needed to work out.

Niklas and brother weren’t so nice. Going with PT. Doing their thing. Fed up with themselves. Just let dad go. He was doing his best. Walking little bit on treadmill. Lifting some weights. Didn’t like it at all but was really motivated. I’m going to do this. Need to get in shape.

After one hour go down in shower. He’s so happy. Says: guys, let’s have fika and celebrate this. Fika is Swedish concept. Have treat or something warm like coffee or tea. Pre-lunch. Not too heavy. Celebrate afternoon chill. Eat something sweet and have nice time. Cup of coffee and talk.

Dad said: guys, we have to celebrate. May I buy you guys fika? Then worst version of Niklas comes out. Tells him: dad, first of all, you haven’t moved. You’re not even sweaty. Now you’re going to have fika. Do you actually think you’re going to lose weight?

Took 10 seconds to say that sentence. Not only words, but way said it. Dad just looked at him as wet dog. Said: oh, you’re right, Niklas. Took his bag and left gym. Could see he was really sad. Didn’t feel he succeeded at all.

That’s a 1 on respect scale.

The Hospital Story: A 10 on the Respect Scale

Years later, different situation. Dad sick in hospital. Niklas drops everything. Flies to be with him. Stays by his side. Shows him he matters. Treats him with dignity and respect.

That’s a 10 on respect scale.

The International Scale of Respect

By giving stories to demonstrate this is 1 and this is 10, you have something. It’s like Christmas tree. Build Christmas tree then decorate it. Decoration means now can talk about respect. Can say: that’s 7. Met woman at shop, she was 10. Know exactly she treated me like angel or king.

Starting point is give words meaning with stories then start to apply them. Took probably 10 minutes to come and understand what respect is now for rest of lives. Can talk about respect and have two stories. Next time when say: I met this old man, he was 2. What did he do? That’s new story adding up to understanding of respect.

Give principles which can use as almost glasses when filter behavior, others’ behavior. That’s trampoline that kicks continuous improvement. Need to have some kind of possibility to measure behaviors, which is quite abstract. But now can see: I met woman. She was 9. What did she do? How did she treat you so well?

Good starting point to actually just get common language to start communicate with each other effectively.

Positive Spirals vs Negative Spirals

If meet someone who treats you 5, maybe don’t react. But will react if it’s 10 or 9 or if it’s 1 or 2.

What’s interesting: if so unfortunate that run into 1 or 2, have to ask ourselves, shall I be person who triggers negative spiral? If they give me 2, I give them 1 and then it starts. Or shall I be person that triggers positive spirals? Even if they treat me with 2, maybe don’t go to 10, but could at least say: hey, I didn’t appreciate that. Then give something positive back. That’s where it starts.

Starting positive spirals. How do you want to be remembered? Who do you want to be? It’s just choice. Will always meet 1, 2, 3s all time.

If just choose to say: okay, they probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware about their behavior. Very few people are evil. People are subconscious or unaware about behaviors. But maybe increase awareness if actually are positive spiral. Here was 2, let’s give him 9 and see how reacts.

That’s pattern interruption. Usually like: whoa. Maybe makes them cry. Oh, I’m sorry. I was asshole. Don’t get that if go into negative spiral.

Flow Requires Respect

If really want to live lean life, if there’s person that’s in 1 or 2, that should trigger response to bring them out to 9 or 10. If really want to create flow within organization, have to work together like relay game. I run first, you get baton, then you run. Cannot give baton with 1 or 2. You give them with 8, 9 or 10. That’s how you create flow.

Quite obvious that teamwork and respect is foundation of lean or Toyota production system. Because it’s all about flow. And we are dependent on each other. Then we need to respect each other.

If we can just start with when implementing lean, let’s be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

The System Failed You

Let’s be clear. When people operate at 1 or 2 on respect scale, it’s often because they’re unaware. The system failed by not giving words meaning with stories. Nobody showed what 1 looks like versus what 10 looks like. Nobody explained that dad coming to gym motivated, doing his best, wanting to celebrate is moment requiring 10, not 1. Nobody demonstrated that telling him he’s not even sweaty and thinking he’ll lose weight crushes him like wet dog. The system taught respect is trivial word when actually need stories giving it meaning.

The system also failed by not teaching to trigger positive spirals, not negative spirals. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. If run into 1 or 2, choice is: shall I trigger negative spiral giving them 1 back? Or shall I trigger positive spiral giving them 9? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware. Pattern interruption of giving 9 when receive 2 usually makes them cry realizing they were asshole. The system taught react in kind when actually trigger positive spirals.

The system fails by not teaching that flow requires respect. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. Foundation of lean is teamwork and respect because flow means working together cross-functionally, being dependent on each other. If implementing lean, start with being 10. Flow creation goes so much faster. The system taught focus on tools and techniques when actually foundation is teamwork and respect.

The Challenge

Here’s your assignment. Stop being unaware of your respect level. Start using 1 to 10 scale.

Give words meaning with stories. Build Christmas tree then decorate it. Have stories demonstrating what is 1 and what is 10. Dad wanting to celebrate going to gym. You tell him he’s not even sweaty, think he’ll lose weight? That’s 1. Makes him feel like wet dog. Dad sick in hospital. You drop everything to be with him. That’s 10. Now can talk about respect using scale. Met woman at shop, she was 10. Treated me like angel. Met old man, he was 2. New stories adding up to understanding.

Choose to trigger positive spirals, not negative spirals. Will always meet 1, 2, 3s. If run into 2, shall I give them 1 back starting negative spiral? Or shall I give them 9 triggering positive spiral? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably unaware. Pattern interruption of giving 9 when receive 2 makes them realize. Don’t get that going negative spiral.

Remember flow requires respect. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. If really want to create flow within organization, work together like relay game. I run first, you get baton, you run. Foundation of lean is teamwork and respect because all about flow and we’re dependent on each other.

If implementing lean, be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

On we go.

FAQ

What is the respect scale?

1 to 10 scale where 1 is terrible respect, 10 is treating someone like king or angel. Give words meaning with stories demonstrating what is 1 and what is 10. Then can talk about respect using scale. Met woman at shop, she was 10. Met old man, he was 2. Stories add up to understanding of respect.

What’s example of a 1 on respect scale?

Dad wanted to join gym. Motivated. Doing his best. Wanted to celebrate with fika after first workout. Niklas told him: you haven’t moved, you’re not even sweaty, you think you’re going to lose weight? Dad looked like wet dog. Took bag and left. Could see he was really sad. That’s 1.

What’s example of a 10 on respect scale?

Years later, dad sick in hospital. Niklas drops everything. Flies to be with him. Stays by his side. Shows him he matters. Treats him with dignity and respect. That’s 10.

How do you trigger positive spirals instead of negative spirals?

If run into 1 or 2, choice is: shall I give them 1 back starting negative spiral? Or shall I give them 9 triggering positive spiral? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware. Pattern interruption of giving 9 when receive 2 usually makes them realize they were asshole. Don’t get that going negative spiral.

Why does flow require respect?

If really want to create flow within organization, work together like relay game. I run first, you get baton, you run. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. Foundation of lean is teamwork and respect because all about flow and we’re dependent on each other.

 

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.

How To Fire Someone!

Posted on by Danny Jiménez⁩
Read 26 min

Are You Firing Them Right or Shaming Them?

You need to terminate someone. Haven’t documented anything. No action plan. No HR consultation. Call them into office. Say: we’re firing you because your behavior just hasn’t been fixed and you’re just not good employee for us. You’ve literally just shamed that person. Different from doing it right. You’re being terminated because after extensive alignment and development with you, we together haven’t found way to align culturally and we together are not good fit and this isn’t working in position and we’re 100% certain that you would be happier somewhere else and that this is best for company and you’re being terminated as such because we respect you and respect ourselves. That’s lot different message than shaming them personally. Then shut up. Do not say anything else. Cannot start rambling on. Just going to make situation worse. Let them process. Let them get emotional. Let them respond. Once it’s done, work from there. Answer factual questions. Get paperwork done. HR can coach you. Listen to what they have to say. Cover anything essential. Wrap it up graciously. Make sure professional. Stick to facts. Anchor back to respect for people. Do not under any circumstances get emotional. That’s pattern for how to terminate somebody. Problem is we keep people in unhappy situations because we think it’s about punishment. Anchor it back to punishment too often when it’s just not about that. Don’t do it right. Don’t get documentation. Get emotional. Don’t shut up after saying facts. Don’t let person have their reaction. However they react has nothing to do with us. That’s their life.

Here’s what most leaders miss. They think terminating someone is punishment. So they avoid it. Keep people in wrong positions. Everyone unhappy. Team suffers. Person suffers. Or they finally do it but shame person. Fire them because behavior hasn’t been fixed. Fire them because they’re not good employee. Fire them because they’re problem. That’s shaming. That’s punishment mindset. Different from respect mindset. This person not going to be happy. Even though they don’t currently have perspective allowing them to resign or quit, it’s my job to enable them right environment so they can live remarkable life. If that takes me making hard decisions and having hard conversations, so be it. Not punishment. Respect. We together haven’t found way to align culturally. We together are not good fit. You would be happier somewhere else. This is best for company and for you. Because we respect you and respect ourselves. That’s respect mindset. That’s doing it right.

The challenge is most leaders never learned how to terminate properly. They think it’s about punishment so they avoid it until can’t avoid it anymore. Then do it emotionally without documentation. Or they shame person. Or they ramble on trying to sugarcoat after saying facts. Or they don’t let person process. Start talking immediately. Get themselves in trouble. Different from leader who prepared. Talked to HR. Created action plan with specific consequences. Wrote down exactly what to say. Rehearsed before meeting. Said two very factual contextual sentences. Then shut up. Let silence sit. Let person process. Let them get emotional. Let them respond. Answered factual questions. Wrapped it up graciously. Professional. Stuck to facts. Anchored to respect. Never got emotional. That’s terminating someone right. That’s respecting them enough to invite them to go somewhere else where they’ll be happier.

It’s All About Respect, Not Punishment

Whether it’s teaching, coaching, setting clear expectations, consequences, writing somebody up, repositioning somebody, getting them on different seat on bus or terminating them, it’s all about respect.

Respect for people concept is really big because if we go at anything from mental mindset of punishment, we’re just gonna fail. We’re not gonna do it. Actually, lot of us are so sweet that we’re not even gonna do it.

If we say we have to fire somebody and base it on thought that possibly it comes from punishment standpoint, we’re just not gonna do it and we’re not gonna do it successfully.

So we have to really prep ourselves and get in state and remind ourselves: this person is not gonna be happy. And even though they don’t currently have perspective that will allow them to resign or quit, it’s my job to enable them right environment so that they can live remarkable life. If that takes me making hard decisions and having hard conversations, then so be it.

Documentation and Action Plans First

Always talk to your human resources department. They’ll know what to do. They have really good training, and they can anchor back to other professionals.

When you do action plan, write down specific consequences. If we can’t get this figured out, then this position is not working, and we’ll have to either look at role or repositioning you into different role or termination. There’s nothing wrong with that.

This is about respect. This is about not wasting people’s time. You can even say: I am here so that I don’t waste your time. I want you to live remarkable life, and I care about you personally. Right now, with your skills in this position, something’s not matching up. If we can’t get there, it has nothing to do with you.

Some companies tolerate certain things. Hey, this is who you are. I’m not here to say that’s bad. I’m just saying that we have to match company culture with you and who you are, and I know there are companies out there that will love to have your skills. We just have to see if we’re match, and I’m going to find that out so that I don’t waste any of your time where you could be in organization that’s happy or where you could be happier here and we have more alignment.

Make sure that you set those specific consequences. Just be open about it.

Questions Before Terminating

When it becomes point where it’s like, this is not going to work, ask yourself these questions. You can get these questions from book Beyond Entrepreneurship 2.0:

  • Does their position hold potential for high risk if it’s not executed properly?
  • Does their position have potential for high returns for customer satisfaction or financially if it was done well?
  • Is their position on team affecting rest of company or team?
  • How would you feel if they left tomorrow?
  • Would you hire them again?

These are really good questions to determine if it’s just time.

Other most important question: have you given everything and looked at everything but them and their behavior before you totally blamed it on their behavior? Then you can really be confident in your decision.

How to Actually Terminate: Say Facts, Then Shut Up

When you meet with that person, and typically you might want to have somebody else there, not just as witness but to make sure you’re doing it right, say: okay, we’ve decided to terminate your position and to part ways. This is based on premise that we together are not cultural fit or we’re terminating that position or because we just haven’t met our goals, we feel like we’d be happier somewhere else. But 100%, this is final decision. So what we need to talk about now is what we do from here.

Go ahead and break perceived bad news in logical and factual way. State reason for termination in just few sentences and then tell person directly that they’ve been terminated.

Now, you’ll want to start talking. Don’t. Say two sentences and let there be silence. Let that person process. Don’t start sugarcoating. Don’t start doing all blah blah blah. You’re going to get yourself in trouble if you do that.

Rehearse this before you start it. Say two very factual contextual sentences.

Here’s difference: we’re firing you because your behavior just hasn’t been fixed and you’re just not good employee for us. You’ve literally just shamed that person.

But let me reword it: you’re being terminated because after extensive alignment and development with you, we together haven’t found way to align culturally and we together are not good fit and this isn’t working in position and we’re 100% certain that you would be happier somewhere else and that this is best for company and you’re being terminated as such because we respect you and respect ourselves.

That’s lot different message than shaming them personally.

But once you say those two sentences, shut up. Do not say anything else. You cannot start rambling on. It’s just going to make situation worse.

Let them process. Let them get emotional. Let them respond. Let them whatever and then once it’s done, you can work from there. You can answer their factual questions. Get all paperwork done. HR can coach you.

Listen to what they have to say. Cover anything essential and then wrap it up graciously and make sure that it’s professional and that you stick to facts and anchor it back to respect for people and what is factually going on. Do not under any circumstances get emotional.

The System Failed You

Let’s be clear. When leaders avoid terminating people or do it wrong, it’s not entirely their fault. The system failed by teaching termination is punishment. Nobody showed that it’s actually respect. Enabling them right environment so they can live remarkable life elsewhere. Nobody explained that if that takes making hard decisions and having hard conversations, so be it. The system taught avoid firing people when actually respect them enough to invite them to go somewhere else where they’ll be happier.

The system also failed by not teaching to document and create action plans first. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Always talk to HR. They have good training. When you do action plan, write down specific consequences. If we can’t get this figured out, position not working, we’ll look at repositioning or termination. This about not wasting people’s time. The system taught wing it when actually prepare documentation and action plans.

The system fails by not teaching how to actually terminate. Say two very factual contextual sentences. Then shut up. Do not say anything else. Cannot start rambling on. Let them process. Let them get emotional. Let them respond. We’re firing you because your behavior hasn’t been fixed is shaming them. You’re being terminated because after extensive alignment we together haven’t found way to align culturally and you would be happier somewhere else is respecting them. The system taught say whatever comes to mind when actually rehearse two factual sentences, say them, then shut up.

The Challenge

Here’s your assignment. Stop avoiding terminations or doing them wrong. Start respecting people enough to enable them to go where they’ll be happier.

Change mental mindset from punishment to respect. This person not going to be happy. Even though they don’t have perspective allowing them to resign, it’s your job to enable them right environment so they can live remarkable life. If that takes making hard decisions and having hard conversations, so be it. Not punishment. Respect.

Document and create action plans first. Always talk to HR. They know what to do. Write down specific consequences. If we can’t get this figured out, position not working, we’ll look at repositioning or termination. Be open about it. This about not wasting their time. Want them to live remarkable life. Care about them personally.

Ask questions before terminating. Does position hold potential for high risk? High returns? Is position affecting rest of team? How would you feel if they left tomorrow? Would you hire them again? Most important: have you given everything and looked at everything but them before totally blaming their behavior?

Rehearse what you’ll say. Two very factual contextual sentences. You’re being terminated because after extensive alignment and development, we together haven’t found way to align culturally and we together are not good fit and this isn’t working and we’re 100% certain you would be happier somewhere else and this is best for company and for you because we respect you and respect ourselves.

Say those two sentences. Then shut up. Do not say anything else. Cannot start rambling on. Let silence sit. Let them process. Let them get emotional. Let them respond. However they react has nothing to do with you. That’s their life.

Once done, answer factual questions. Get paperwork done. Listen to what they have to say. Cover anything essential. Wrap it up graciously. Make sure professional. Stick to facts. Anchor to respect for people. Do not get emotional.

When somebody needs to be respected enough to be invited to go somewhere else, get it done. Make yourself little checklist. Write things down. Practice ahead of time. Follow what you’ve written. Always contact HR.

At end of day we love and cherish and adore and respect people and that is why we make these decisions.

On we go.

FAQ

Why is termination about respect, not punishment?

If we go at anything from mental mindset of punishment, we’re just gonna fail. Not gonna do it successfully. Have to prep ourselves: this person not gonna be happy. Even though they don’t have perspective allowing them to resign, it’s my job to enable them right environment so they can live remarkable life. If that takes hard decisions and hard conversations, so be it. Not punishment. Respect.

What questions should you ask before terminating?

Does position hold potential for high risk if not executed properly? Does position have potential for high returns if done well? Is position affecting rest of team? How would you feel if they left tomorrow? Would you hire them again? Most important: have you given everything and looked at everything but them before blaming their behavior?

How do you actually terminate someone?

Rehearse two very factual contextual sentences. You’re being terminated because after extensive alignment we together haven’t found way to align culturally and we together are not good fit and this isn’t working and we’re 100% certain you would be happier somewhere else and this is best for company and for you. Say those sentences. Then shut up. Do not say anything else. Let them process. Let them get emotional. Let them respond.

What’s wrong with saying “we’re firing you because your behavior hasn’t been fixed”?

You’ve literally just shamed that person. Different from: you’re being terminated because after extensive alignment we together haven’t found way to align culturally and you would be happier somewhere else because we respect you. That’s lot different message than shaming them personally. Anchor to respect for people, not punishment.

What should you do after saying the termination sentences?

Shut up. Do not say anything else. Cannot start rambling on. Just going to make situation worse. Let them process. Let them get emotional. Let them respond. However they react has nothing to do with you. That’s their life. Once done, answer factual questions. Get paperwork done. Wrap up graciously. Stay professional. Stick to facts. Do not get emotional.

 

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.

    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