Training for Foremen

Leading When You’re New and Training Where It Matters

In today’s blog, I want to talk about two things that often get overlooked on construction projects leading when you’re the new person on a seasoned team, and training your field leaders to actually use the systems you’ve worked so hard to implement.

Leading as the New PM on a Mega Project

A listener recently reached out and asked, “What do I do when I’m stepping into a huge project, and everyone already knows more than I do?”

That’s real. I’ve been there.

Let’s say you’re the new project manager on a $300 million job, and even the field engineers have been there longer than you. It’s easy to feel like you’re behind or tempted to come in and assert control. But the truth is, that never works.

Here’s what I suggest lead with humility and clarity.

In your next team meeting, ask for 10 minutes and say something like this:

“Hey everyone, I’m new to the team. I know you all have way more experience with this job than I do. I’ve been asked to be the project manager, but I don’t want to disrupt what’s already working. I don’t want to step on toes. I just want to support you. Can you tell me what you think my role should be and what you’d count on me for?”

What that does is powerful. It opens the door to trust. It invites collaboration. It gives people ownership in your role. And when people help define your role, they’ll support you in it.

Is It a System Failure or a Training Gap?

Let me shift gears.

I was recently reflecting on a massive $300 million industrial project I supported an alumina refinery in the Amazon. We were using all the advanced systems: IPD, BIM, AWP, the Last Planner System. Weekly work planning was above 90% reliable. Sounds great, right?

But when we looked closer, full pull planning wasn’t working the way it should.

At first, it felt like the system was broken. But after a few Kaizen sessions and a lot of honest conversations, we realized something important:

It wasn’t the system that was failing it was the lack of training.

Our foremen and supervisors weren’t fully prepared in areas like:

• Pre-task planning
• Tool management
• Drawing interpretation
• Using 3D models effectively

So we made a shift. We started implementing structured foreman training based on principles from my book Elevating Construction Foremen. And let me tell you, that changed everything.

Companies like High Street and P1 Group have already proven this works. Their training programs give foremen practical tools in flow, sequencing, leveling, layout, coordination, and resource allocation things we assume they know, but often haven’t been taught.

And now at LeanTakt, we’re preparing a Lean Belt initiative where we’ll offer on-site foreman training every three months, with hands-on coaching and personalized feedback.

Because here’s the truth:

You can roll out the best systems in the world, but if you’re not training the people using them, you’ll never get full value.

Key Takeaway:
You don’t need all the answers on day one you just need the humility to listen and the courage to lead with intention. And if you’re implementing advanced systems, remember: it’s not about the tool, it’s about the team. Train your foremen to build flow, and everything else will follow.