Adapting Excellence on Smaller Projects

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 14 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)

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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 May 2, 2026May 2, 2026 by Jason Schroeder

Read 12 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:

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Elevating Construction Superintendents – Part 2

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 12 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.

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Elevating Construction Superintendents – Part 4

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 14 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.

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Respect for People, Feat. Niklas Modig

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 13 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.

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How To Fire Someone!

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 13 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.

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Elevating Construction Superintendents – Period 3

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 11 min

Are You Sending Them Home or Letting It Slide?

You see worker without safety glasses. What do you do? Let it slide? Give warning? Most superintendents let it slide. Or give warning. But here’s what you should do: send them home for day. Say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and you can come back tomorrow for orientation, unless it’s major violation. Send email to their company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained. Offer for them to come back through orientation if not major violation. Log name and violation on log to track repeat offenders or folks who cannot come back. If minor, they come back through orientation. If they do it again, they cannot come back. If serious violation that could have killed them, they cannot come back. Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. If you implement zero tolerance on site, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field. But most superintendents think that’s too harsh. Think sending someone home for safety glasses is overreaction. Think it will cause problems with trades. Think it’s not worth the fight. And that’s why their sites have safety incidents. Workers not wearing fall protection properly. Materials delivered late and unstaged. Sites filthy. Non-quality work left uncovered. Because they let safety glasses slide, they let everything slide. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger. Start with safety glasses. Has psychological effect. Sets standard of behavior on site.

Here’s what most superintendents miss. They think zero tolerance is harsh. Too strict. Will cause problems. But actually zero tolerance creates remarkably well-run projects. Fewer safety incidents. Less babysitting. Because once your eyes are opened to waste, it becomes annoyance difficult to ignore. DOWNTIME acronym for 8 wastes: Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Every waste you see should annoy you. And 5S for cleanliness and organization: Sort, Set in order, Shine, Standardize, Sustain. But teams don’t enforce standards because think it’s too harsh to send someone home for safety glasses. So they let it slide. Then let fall protection slide. Then let deliveries slide. Then let cleanliness slide. Then let quality slide. Then wonder why project has safety incidents and chaos when answer is they never held line. Never enforced standard. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s psychological effect and behavioral trigger.

The challenge is most superintendents never learned zero tolerance is what creates well-run projects, not what destroys them. They think sending people home causes problems with trades. Think it’s overreaction. Think it’s not worth fight. But that’s backwards. Letting it slide is what causes problems. Creating culture where violations accepted is what creates chaos. Not enforcing standards is what requires constant babysitting. Zero tolerance is what creates self-sustaining culture. Hold line. Don’t budge. Be strict. In few weeks, site upholds standard without oversight. But superintendents afraid to enforce, wonder why sites chaotic when answer is they never created culture of accountability starting with simple thing like safety glasses.

Learn the 8 Wastes: DOWNTIME

Earlier mentioned 8 wastes of construction that supervisor must know. Good way to memorize them is use acronym DOWNTIME. They are as follows:

Defects: Waste caused by rework, scrap, incorrect or insufficient information.

Overproduction: Waste caused by making more than is required, or more than is required right now.

Waiting: Waste caused by wasted time, waiting for next process step to occur.

Non-utilized Talent: Waste caused by failure to tap into knowledge and expertise available in organization.

Transportation: Waste caused by unnecessary movement of products and materials.

Inventory: Waste caused by products or materials sitting on project site, not being used or installed.

Motion: Waste caused by excess movement by people such as walking around and being on treasure hunts.

Extra Processing: Waste caused by working something over more than once, or having waste in value stream.

Once your eyes are opened to waste, it becomes annoyance that is difficult to ignore. Waste should bother you. Should make you want to eliminate it. Every instance of DOWNTIME should trigger response to fix root cause.

5S: Sort, Set in Order, Shine, Standardize, Sustain

Five S’s are principles to maintain cleanliness and organization on project site. They are:

Sort: Remove what is not needed. Get rid of unnecessary items, tools, materials cluttering workspace. Only keep what’s essential for current work.

Set in Order: Organize what remains. Everything has place. Everything in its place. Create logical arrangement enabling efficient work flow.

Shine: Clean your area in detail. Sweep, wipe down, remove debris. Clean workspace enables seeing problems and maintaining standards.

Standardize: Create standard procedures for maintaining first three S’s. Make it routine. Build into daily habits and expectations.

Sustain: Continue the practice. Don’t let it slip. Maintain standards over time. Make it part of culture, not one-time event.

5S creates environment where waste is visible, problems surface quickly, and teams can work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision.

Zero Tolerance: Starting with Safety Glasses

If honest mistake that could not have been prevented by being mentally present, having good attitude and typical training, I would remind them. Starting with safety glasses is my preference. It has psychological effect. Sets standard of behavior on site.

If someone will not wear their safety glasses, they will not wear their fall protection properly. Important standards will be kept like minimum standards are kept. It is mental and behavioral trigger.

Enforcement of:

On-time deliveries.
Organization.
Just-in-time deliveries and intentional staging of materials.
Perfect cleanliness.
Not covering or leaving non-quality work.

Everyone on site must set example and enforce policy. Orientation should explain approach to everyone. Daily safety huddles should remind people and train them on standards.

If someone is observed violating, you say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. So let’s have you go home for day and you can come back tomorrow for orientation, unless it is major violation.

Send email to that person’s company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained and offer for them to come back through orientation if not major violation.

Log name and violation on log to track repeat offenders or folks who cannot come back.

If it is minor, they come back through orientation. If they do it again, they cannot come back. If it is serious violation that could have killed them, they cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. And in few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance on site, you can have remarkably well-run project. You will have fewer safety incidents and have less need for babysitting in field.

The System Failed You

Let’s be clear. When superintendents let safety violations slide, it’s not entirely their fault. The system failed by teaching that zero tolerance is too harsh. Nobody showed that sending someone home for safety glasses creates psychological effect and behavioral trigger. Nobody explained that if someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. The system taught give warnings when actually hold the line.

The system also failed by not teaching the 8 wastes using DOWNTIME acronym. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once eyes opened to waste, becomes annoyance difficult to ignore. Should bother you. Should trigger response to eliminate it. The system taught tolerate waste when actually eliminate it.

The system fails by not teaching 5S creates self-sustaining culture. Sort, Set in order, Shine, Standardize, Sustain. Creates environment where waste is visible, problems surface quickly, teams work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision. But teams never taught this wonder why sites chaotic when answer is they never implemented 5S creating foundation for organization.

The Challenge

Here’s your assignment. Stop letting violations slide. Start implementing zero tolerance.

Learn the 8 wastes using DOWNTIME acronym. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once your eyes opened to waste, it becomes annoyance difficult to ignore. Let it bother you. Trigger response to eliminate root cause. Every instance of DOWNTIME should make you want to fix it.

Implement 5S for cleanliness and organization. Sort (remove what’s not needed). Set in order (organize what remains). Shine (clean area in detail). Standardize (create standard procedures). Sustain (continue practice over time). Make it part of culture, not one-time event. Creates environment where waste visible, problems surface quickly, teams work efficiently.

Start zero tolerance with safety glasses. Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger.

When someone violates, say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and come back tomorrow for orientation, unless major violation. Send email to company explaining why allowed to go home for their safety and family’s benefit. Ask person is retrained. Offer to come back through orientation if not major violation.

Log name and violation to track repeat offenders. If minor, come back through orientation. If they do it again, cannot come back. If serious violation that could have killed them, cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field.

On we go.

FAQ

What are the 8 wastes using DOWNTIME acronym?

Defects (rework, scrap, incorrect information), Overproduction (making more than required right now), Waiting (wasted time waiting for next process), Non-utilized talent (failure to tap into knowledge), Transportation (unnecessary movement of products), Inventory (materials sitting not being used), Motion (excess movement by people), Extra processing (working something over more than once).

What is 5S?

Sort (remove what’s not needed), Set in order (organize what remains, everything has place), Shine (clean area in detail), Standardize (create standard procedures for maintaining first three), Sustain (continue practice over time, make it culture). Creates environment where waste visible, problems surface quickly, teams work efficiently.

Why start zero tolerance with safety glasses?

Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger for all other standards: on-time deliveries, organization, just-in-time staging, perfect cleanliness, not leaving non-quality work.

What do you do when someone violates zero tolerance?

Say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Go home for day, come back tomorrow for orientation unless major violation. Send email to company explaining why. Ask person is retrained. Log name and violation. If minor, come back through orientation. If do it again, cannot come back. If serious violation that could have killed them, cannot come back.

How long does it take for zero tolerance to work?

Hold line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. Remarkably well-run project. Fewer safety incidents. Less babysitting.

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Elevating Construction Superintendents – Period 1

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 11 min

Are You Writing It Down or Forgetting It?

You walk the project site. See something needs fixing. Make mental note. Observe safety issue. Notice material problem. By afternoon, forgot half of what you saw. That’s why general superintendent on $150 million prison kept voice recorder on his person. Walked buildings observing things. Recorded verbal notes. Things to do. Things to delegate. Things to follow up on. Returned to office. Transcribed notes onto to-do list. Never a time he observed something when he did not write it down for follow-up and action. We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Nobody so intelligent or sharp they don’t need to write down to-do items. If somebody tries to remember specific items, those things stored in active memory causing stress and reducing capacity to be mentally present. Bottom line: if you don’t make note of it, more than likely it isn’t going to get done. People who cannot remember assignments are hazardous to team because they burden others with their responsibilities. If he or she didn’t write it down, it ain’t going to happen.

Here’s what most superintendents miss. They trust their memory. Walk site making mental notes. Confident they’ll handle it all. But by afternoon half is forgotten. Items get neglected. People get burdened. There is absolutely no way person can remember all things to be done. Absolutely no way person with good memory can remember to follow up at exact time with right context. Senior builders walking site look to see if person writing things down. That’s first test. People who always forget do not succeed. Employees who remember and follow up will be fulfilled and successful, will receive additional assignments and promotions because they can be counted on to execute.

The challenge is most superintendents never developed mission, resolutions, and habits supporting success. Success without fulfillment is ultimate failure. Tony Robbins said that. Story of distinguished leader who developed list of resolutions early in life. By age 14, already aware of mission he wanted to fulfill. Jotted down resolutions describing chosen behaviors, how he would dress, how he would conduct himself. Outlined moral and ethical resolutions. Kept that list on his person throughout life. Referred to it as anchor to success. People with no direction stagnate in career. Need mission. Need resolutions. Need habits.

Create Your Mission, Resolutions, and Habits

Acting as supervisor is one of most strenuous roles in construction. To be successful, must create mission for personal life and work, examine ability and resolve to carry out mission, set up habits that support effort to reach goals.

Success without fulfillment is ultimate failure. Author Mark Devine in Unbeatable Mind describes mapping out vision of success. Challenged everyone to think about what we would want people to say about us when deceased, eulogies spoken at funerals, what we could look back on with pride.

Ponder these things:

Could you outline what you want your life to mean?
Can you name unique talents world needs that only you can give?
What would you have to do consistently to accomplish that mission?
What habits must you develop to be remarkable?

Create mission statement and list of resolutions based on who you want to be. Think of virtues, values, ethics, role models, mentors. Write those down and refer to them daily. Your success is ensured when correct principles are consistently implemented.

Write Everything Down: The Voice Recorder Story

One of first steps is habit of note-taking. Every great builder has to discern system that will trigger them to perform specific tasks, follow up on critical items, direct efforts.

Years ago, encountered general superintendent responsible for $150 million prison. Was working as new field engineer. Would walk with superintendent through buildings. Would see him observe something and utilize small voice recorder to take verbal notes. After many brief recordings, he would return to office and transcribe notes onto to-do list.

Never a time he observed something when he did not write it down for follow-up and action.

Any time senior builder walks site with worker and moment comes to delegate item, first thing mentor will do is look to see if person writing it down.

We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Can guarantee they will neglect key items. Nobody so intelligent, so sharp, or with good enough memory that they don’t need to write down to-do items.

If somebody tries to remember items, those things stored in active memory causing stress reducing capacity to be present or remember additional items needed in moment.

People who cannot remember assignments and don’t follow up in appropriate timeframe are hazardous to team. Conversely, employee who remembers and follows up will be fulfilled and successful, will receive additional assignments and promotions.

Try this: for at least 60 days, write down everything you think needs to be done, everything delegated to you, everything you were told to do. Reference list at least three times throughout day.

The $300,000 Sewer Line: Honesty Always Wins

Honesty and integrity are principles inseparable from character of true leader. Integrity means always do right thing no matter who is watching. Honesty means always tell truth.

Remember time when was assistant superintendent responsible for site utilities. Had to supervise installation of underground electrical, coordinate sewer and duct bank, oversee installation.

When time to install sewer line, realized duct bank was in way. Immediate options offered would allow running sewer line through conduits out of code without inspector knowing. Installation required two-foot separation between duct bank and sewer line.

Instead of cutting corners, decided to be open and honest with project team. Told lead superintendent exactly what happened. He was disappointed but appreciated honesty. Fix was to install lift station to correct issue. Cost $300,000 from project contingency.

One of largest mistakes in career, but was soon released from burden because had been honest and open, had acted with integrity.

If someone is not honest, they will hide mistakes, blame others, never get to root cause. Will be haunted by mistakes showing up at wrong time causing waste and variation. Leader who does not speak with honesty will be cancer to team. Those types always end up demoted, punished, or terminated.

After realizing mistakes, immediately make contact with someone, bring problems to surface. Ignore impulse to hide error. Do not think, even for minute, to be dishonest in any way. Admit to mistakes and act with integrity.

Here is promise: you will never be hindered in your career, ever, if you are honest and act with integrity. You will always be able to take that next step, improve, act in manner that will bring success and fulfillment.

Morals and Ethics Create the Foundation

These may be human traits people think should be left to preachers and teaching of parents, but are unequivocal part of your character. Morals and ethics create foundation. Without them, all other success will fail.

When was new lead field engineer in Austin, Texas, found myself experiencing difficulty because was not honest. Did not have moral code. Did not do ethical things. Existed in that state for three years, but found way out with discovery of religious texts that introduced leadership.

Everyone on site needs code of ethics and sense of morality to make ethical and moral decisions. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. If we do not have firm foundation, we have no defense should we ever be accused of being dishonest or unethical.

Return to your roots and give scrutiny to your life from moral and ethical perspective. Seek self-help books. If you have spiritual or religious affiliation, continue those habits to strengthen dedication. If deficit in ethics and morals, educate yourself on ways to improve.

Best thing person can do to be successful in construction is become familiar with personal beliefs and dedication to religion or spiritual well-being. So many times people have to be let go, disciplined or demoted because they do not have moral or ethical background.

If you have foundation, you will never be caught by surprise. Will be able to make moral and ethical decisions, always know and do right thing, make better decisions. Will be looked up to as person of character, ready to change lives of many people.

The System Failed You

Let’s be clear. When superintendents trust memory instead of writing things down, it’s not entirely their fault. The system failed by not teaching that there is absolutely no way person can remember all things to be done. Nobody showed that if didn’t write it down, it ain’t going to happen. General superintendent with voice recorder never forgot anything. The system taught trust your memory when actually write everything down.

The system also failed by not teaching to create mission, resolutions, habits. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Success without fulfillment is ultimate failure. Need mission for life and work. Need resolutions describing behaviors. Need habits supporting goals. Distinguished leader at 14 created resolutions, kept on his person, referred to as anchor to success. The system taught just work hard when actually need mission, resolutions, habits.

The system fails by not teaching honesty and integrity are non-negotiable. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest. Cost $300,000. One of largest mistakes but released from burden because had been honest. You will never be hindered in career if honest and act with integrity. Leader who does not speak with honesty will be cancer. The system taught hide mistakes when actually bring problems to surface.

The Challenge

Here’s your assignment. Stop trusting memory. Start writing everything down.

Find system that works. Voice recorder. Notebook. Phone app. For 60 days, write down everything you think needs done, everything delegated, everything you were told to do. Reference list three times throughout day. If didn’t write it down, it ain’t going to happen.

Create mission, resolutions, habits. Outline what you want life to mean. Name unique talents world needs that only you can give. What would you do consistently to accomplish mission? What habits must you develop? Write those down. Refer daily. Success ensured when correct principles consistently implemented.

Always act with honesty and integrity. Do right thing even if no one watching. After realizing mistakes, immediately make contact, bring problems to surface. Ignore impulse to hide error. Do not think to be dishonest. Admit mistakes. Act with integrity. Practice is only way to establish right character.

Build foundation of morals and ethics. Who we are is more important than what we think we ought to do. Return to your roots. Give scrutiny to life from moral perspective. Seek self-help books. Continue spiritual or religious habits. If deficit, educate yourself.

You will never be hindered in career if honest and act with integrity. Always able to take next step, improve, act in manner bringing success and fulfillment.

On we go.

FAQ

Why is writing everything down so important?

No way person can remember all things to be done or follow up at exact time with right context. Trying to remember stores things in active memory causing stress reducing capacity. If didn’t write it down, it ain’t going to happen. People who cannot remember are hazardous to team.

What’s the voice recorder story?

General superintendent on $150 million prison kept voice recorder. Walked buildings observing. Recorded verbal notes: things to do, delegate, follow up. Returned to office. Transcribed notes to to-do list. Never observed something when didn’t write it down.

How do you create mission, resolutions, habits?

Outline what you want life to mean. Name unique talents world needs. What would you do consistently to accomplish mission? What habits must you develop? Create mission statement and resolutions. Write down. Refer daily. Success ensured when principles consistently implemented.

What’s the $300,000 sewer line story?

Assistant superintendent coordinating utilities. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest with team. Fix was lift station costing $300,000 from contingency. Largest mistake but released from burden because honest and acted with integrity.

Why are morals and ethics important?

Create foundation. Without them, all other success fails. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. Leader who does not speak with honesty will be cancer to team. Always end up demoted, punished, or terminated.

Discover Jason’s Expertise:

Elevating Construction Superintendents – Part 3

Posted on May 2, 2026May 2, 2026 by Jason Schroeder

Read 13 min

Are You Keeping The Plan In Your Head or Sharing It?

You say: I don’t need to communicate schedule or hold site huddles with trades because I have plan in my head. I will just communicate with everyone individually. We don’t need meetings. That’s destructive. That’s unhealthy to working relationships with trade partners. It’s worked for so many years because it’s simply been status quo. But here’s what’s really happening. You’re focused on your work only. Planning to keep knowledge in your head and work things out in field by yourself. Why? Two possible suggestions: desire for control and credit. You want to control distribution of information. You want credit for carrying out work yourself. That’s taker mentality. What we need are givers, people willing to give of their time and knowledge to help throughput of communication. When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information that only he or she has. It’s destructive and unhealthy. Alternative is well-communicated plan and schedules shared and coordinated in meetings. Production tracking with PPC scores. Visual systems everyone can see. That’s focused on throughput of communication, not individual control or individual credit.

Here’s what most superintendents miss. They think keeping plan in head shows intelligence. Shows they’re indispensable. Shows they’re in control. So they avoid meetings. Communicate individually. Keep schedule to themselves. But actually that’s taker mentality. Desire for control and credit. Trade partners on site confused. Without direction. Not productive. Waiting for superintendent. That wastes valuable time. Different from superintendent who runs effective meetings. Has clear purpose. Prepares beforehand. Hooks them from outset. Keeps their attention. Sensitive about people’s time. Provokes conflict getting healthy discussion. Shares plan on visual boards. Tracks production with PPC scores. Makes commitments weekly. Removes roadblocks fanatically. Creates flow. Trade partners know plan. Can see it. Can act on it. Don’t have to wait for superintendent to come save day. That’s giver mentality. That’s throughput of communication. That’s flow.

The challenge is most superintendents never learned how to hold effective meetings. Never learned production tracking with percent plan complete. Never learned visual systems creating flow. So they default to keeping plan in head. Communicating individually. Thinking that’s how it’s done. But meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Off-topic tales designed to boost ego. Someone airs grievances that should be taken directly to superintendent. Agendas so boring they could double as prescription for narcoleptic. None acceptable. Meetings should be effective, engaging, upbeat. Should have healthy conflict in form of honest discussion about important issues. Should keep everyone’s attention. Well-run meetings are amazing. But superintendents never learned this, so avoid meetings entirely, keep plan in head, wonder why trade partners confused and project lacks flow when answer is they’re clinging to control and credit instead of sharing plan creating throughput of communication.

Hold Effective Meetings: Six Keys

First, have clear purpose for meeting. What do we want people to know or feel after it’s done? If meeting has no purpose, cancel it. If someone else asked you to hold meeting for them and there is no apparent purpose, cancel it. If you hold meeting and attendees aren’t prepared to present information, reschedule so everyone is prepared. Must be aiming for outcome. I want people to know exact steps to getting air on for this building. I want all of us to brainstorm on root cause of accident so we can leave knowing how this will never happen again. Both examples of outcomes requiring meeting.

Second, prepare beforehand. Only most skilled leaders can lead impromptu meeting, and even then, it’s irresponsible habit. Be sure purpose of meeting is clear to all who will attend. Provide all attendees with agenda listing discussion points of who will present relevant information. Attendees will know what topics will be addressed. Won’t be tempted to interrupt because worried concerns won’t be covered. Will know order of who will speak. Who can leave when topics no longer apply. Having agenda gives leader time to prepare to facilitate discussion. Be aware of subjects that may invite off-topic comments. Leaders must be prepared to redirect discussion strayed from agenda. People in room are there at considerable sacrifice and cost to themselves and company. Make every second worth their time.

Third, hook them from outset. Must catch everyone’s interest and get thoughts flowing within first few minutes. Consider creating moment everyone in room will remember. Joke. Video. Call to action. Something that will stick in minds. Keep it relevant to what will be discussed. Get them energized and ready to tackle topic. How you start is likely how you will continue. Get their attention and focus immediately.

Fourth, keep their attention. Do not guide meeting based only on content. Base flow of meeting on energy and attention of room. If losing people, speak louder, faster, or in more interesting way. If they’re bored because topic thoroughly discussed, move on. Ask question and get them talking. Whatever you do, don’t lose group and don’t lose control. If someone outright distracting or disruptive, call them out and stir conversation back to topic. Do it politely, but do it. Wasting time of group is disrespectful. Artful master of meetings will keep people’s attention and think on fly so discussion does not lose momentum.

Fifth, be sensitive about people’s time. Let people know in advance how long you think meeting will last. Then if meeting is done, end it. Do not wait for initially planned for end of time to arrive. We are trying to create remarkable experience in our meetings. Nothing dulls that more than being stuck in conference room when you could be acting on information you’ve received.

Finally, provoke conflict. If your team is not having healthy discussions at meetings and disagreeing with each other, then they do not trust each other. We need to mine for open discussion in every meeting. If everyone is just agreeing and not engaging, then they will only remember small fraction of information conveyed. We will have bottlenecked throughput of communication. Get them talking, arguing, offering solutions or problems, whatever it takes to get them to own and process plans and information presented in meeting. Everyone needs to weigh in and buy in.

Production Tracking: Percent Plan Complete

Problems on construction project belong to team. We need to see problems as soon as possible so they can be addressed quickly and effectively to minimize delays. No one should be trying to hide problems on job site. Problems can be found quickly through production tracking.

Master schedule with short interval schedules tied to milestones allows superintendents to quickly identify delays and shortages. Also allows them to predict future issues. Everyone should be anticipating roadblocks and potential problems as far into future as possible so we can continue to execute plans daily with consistent flow. Key to success is flow.

If we have pull plan that ties to milestone, we need to make commitments on weekly basis according to that pull plan. Every trade partner should make commitments as team for next day and next week, then track those commitments with daily progress reports. After tracking these commitments, performance should be graded.

In lean construction, there’s something called percent plan complete. PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, there will be PPC score tracking percentage of things committed to do as well as actually completed.

Tracking progress this way allows contractors to communicate reasons why they were unable to complete commitments so we can help them make corrections. Also allows us to grade overall performance and behaviors of organization and trade partners.

But main benefit of percent plan complete is to track and remove roadblocks to completion. Fanatical roadblock removal is key to any production tracking system. We need to gather this information regularly to create accountability.

Short Interval Scheduling Tied to Milestones

On some projects, work is complex enough that lead superintendent will work with superintendent level 1 or level 2. Lead superintendent is then in charge of planning and executing communication structure and work of entire project while level 1 and 2 superintendents will be focused on portions of work.

These components of overall project must be coordinated and executed according to their own schedules: short interval schedule. Level 1 and 2 superintendents responsible for focusing on details of these components for overall project. Will ensure work is done well, on time, with supplies and materials required.

Communication is essential between lead superintendent, project manager, and level 1 and 2 superintendents to make sure short interval schedules are completed at specific points or milestones of overall schedule. If completed in timely manner, overall project can continue to move forward. But delay disrupts entire construction schedule.

The System Failed You

Let’s be clear. When superintendents keep plan in head instead of sharing it, it’s not entirely their fault. The system failed by teaching that meetings waste time. Nobody showed that keeping things in head is about control and credit, not efficiency. Nobody explained that trade partners confused, without direction, waiting for superintendent to come save day with information only he or she has is destructive and unhealthy. The system taught keep plan in head when actually share plan creating throughput of communication.

The system also failed by not teaching how to hold effective meetings. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Agendas boring. No one engaged. But meetings should be effective, engaging, upbeat. Should have healthy conflict. Should keep everyone’s attention. Well-run meetings are amazing. The system taught avoid meetings when actually run effective meetings with purpose, preparation, hooks, attention, time sensitivity, conflict.

The system fails by not teaching production tracking and visual systems. PPC scores track commitments and completions. Allow contractors to communicate reasons why unable to complete so we can help make corrections. Main benefit is track and remove roadblocks. Fanatical roadblock removal is key. Visual plans everyone can see. Not kept in superintendent’s head. The system taught individual control when actually create throughput of communication through shared visual systems and production tracking.

The Challenge

Here’s your assignment. Stop keeping plan in your head. Start sharing it.

Recognize when you’re clinging to control and credit. Saying: I don’t need to communicate schedule or hold site huddles because I have plan in my head. I will communicate individually. That’s taker mentality. Desire for control and credit. Trade partners confused. Without direction. Waiting for you. Wasting valuable time. That’s destructive.

Run effective meetings. Have clear purpose. What do we want people to know or feel after? If no purpose, cancel it. Prepare beforehand. Provide agenda. Hook them from outset. Catch everyone’s interest within first few minutes. Keep their attention. Base flow on energy and attention of room. Be sensitive about time. End when done. Provoke conflict. Mine for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

Implement production tracking. Make commitments weekly. Track with daily progress reports. Grade performance with PPC scores. Track amount of activities committed to and how many completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks. Fanatical roadblock removal is key.

Use visual systems. Well-communicated plan and schedules shared and coordinated in meetings. Not kept in your head. Visual boards everyone can see. Master schedule with short interval schedules tied to milestones. Allows quickly identifying delays and shortages. Predicting future issues. Anticipating roadblocks far into future.

Create flow. Key to success is flow. Quick proactive reactions allow contractors to widen circle and tell general contractor before problem grows. Every action flows to rhythm. If roadblock interrupts rhythm because of lack of materials, manpower, or information, disrupts flow. Makes us lose money. Puts us behind schedule. Causes unintended consequences.

Stop being taker. Start being giver. Willing to give of your time and knowledge to help throughput of communication. Focused on throughput, not individual control or credit. That’s how you create flow.

On we go.

FAQ

Why is keeping the plan in your head destructive?

When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information only he or she has. That’s taker mentality focused on individual control and credit instead of throughput of communication.

How do you hold effective meetings?

Have clear purpose. Prepare beforehand with agenda. Hook them from outset catching everyone’s interest. Keep their attention by basing flow on energy of room. Be sensitive about time, end when done. Provoke conflict mining for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

What is percent plan complete?

PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, PPC score tracks percentage of things committed to do as well as actually completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks.

What is short interval scheduling?

Level 1 and 2 superintendents responsible for focusing on details of components for overall project. These components coordinated and executed according to their own schedules: short interval schedule. Must be completed at specific points or milestones of overall schedule. If completed in timely manner, overall project continues to move forward. But delay disrupts entire construction schedule.

How do you create flow?

Make commitments weekly. Track with daily progress reports. Remove roadblocks fanatically. Use visual systems everyone can see. Anticipate problems as far into future as possible. Quick proactive reactions allow contractors to widen circle before problem grows. Every action flows to rhythm. Don’t interrupt rhythm with lack of materials, manpower, or information.

If you want to learn more we have:

Discover Jason’s Expertise:

General Offerings

Company Offerings

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Software Should Be Addictive, Useful, Fast

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

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The Challenge

FAQ

Are You Seeing Bottlenecks Everywhere or Missing Them?

The Trench Box Bottleneck

The Pre-Cast Shop Assembly Area

The Paint Shop Bottleneck

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

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Be Good Neighbor: Treat Them Like Your Grandmother Lives There

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

Givers Gain and Takers Lose

The System Failed You

The Challenge

FAQ

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

The Gym Story: A 1 on the Respect Scale

The Hospital Story: A 10 on the Respect Scale

The International Scale of Respect

Positive Spirals vs Negative Spirals

Flow Requires Respect

The System Failed You

The Challenge

FAQ

Are You Firing Them Right or Shaming Them?

It’s All About Respect, Not Punishment

Documentation and Action Plans First

Questions Before Terminating

How to Actually Terminate: Say Facts, Then Shut Up

The System Failed You

The Challenge

FAQ

Are You Sending Them Home or Letting It Slide?

Learn the 8 Wastes: DOWNTIME

5S: Sort, Set in Order, Shine, Standardize, Sustain

Zero Tolerance: Starting with Safety Glasses

The System Failed You

The Challenge

FAQ

Are You Writing It Down or Forgetting It?

Create Your Mission, Resolutions, and Habits

Write Everything Down: The Voice Recorder Story

The $300,000 Sewer Line: Honesty Always Wins

Morals and Ethics Create the Foundation

The System Failed You

The Challenge

FAQ

Are You Keeping The Plan In Your Head or Sharing It?

Hold Effective Meetings: Six Keys

Production Tracking: Percent Plan Complete

Short Interval Scheduling Tied to Milestones

The System Failed You

The Challenge

FAQ

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