Unfamiliar Job Site Problems, A Question from a Professional

Unfamiliar Job Site Problems

I want to share some thoughts today on a situation that many construction professionals face at one point or another. The reality is that unfamiliar job site problems are inevitable, and knowing how to respond makes all the difference. In this blog, I will talk about clarifying your role, using downtime wisely, motivating teams after a delay, and recovering a production plan or schedule.

Gratitude and Connections

First, I hope you are safe and doing well out there on your projects. Today happens to be my birthday, and I turned 43. While driving back through Kelowna, I was reflecting on the kind well wishes I received from friends, colleagues, and listeners. That type of encouragement is a reminder that this work is making a difference, which means the world to me.

One message especially stood out. It said: “Hey Jason, you’ve been busy since I met you years ago in a pre-con meeting. I listen to the podcast frequently and enjoy it very much. We’re trying to spread the good word here at Mortensen. Keep up the good work.”

Notes like that fuel my energy. They remind me that the content being shared is reaching teams and helping them tackle real challenges.

A Superintendent’s Challenge

The inspiration for this blog came from an email I recently received from a superintendent facing a very tough situation. The city was delaying the building permit because of an unpaid invoice by ownership. The city dragged its feet, ownership resisted paying, and the superintendent was stuck in the middle trying to balance relationships with the city, trade partners, and ownership. He was doing everything he could to keep the project alive without raising red flags, but it was exhausting.

These kinds of delays happen more often than we like to admit. Bureaucracies can stall projects, and owners sometimes withhold payment to gain leverage. It is unfair, but it is reality. When superintendents step into that middle ground, it shows dedication, but it also puts an unhealthy burden on them. Some decisions should remain at the ownership or executive level.

Clarifying Your Role

The first question was about clarifying roles. As a superintendent, your main responsibility is to plan, see the future, and protect your trade partners with a strong production plan. Do not let ownership’s issues cloud that. The best thing you can do is document everything. Show in detail how unpaid invoices and permit delays affect cost, schedule, and trade partners. Place that information in front of decision-makers every week so they cannot ignore reality.

Using Downtime Effectively

The second question was about downtime. When work slows down, it is tempting to feel stuck, but downtime can be the most productive period. It is the time to sharpen the plan. Read How Big Things Get Done and The Lean Builder. Dive deeper into the Last Planner System. Identify bottlenecks, refine zones, and explore prefabrication. Build a detailed 120-day look-ahead plan and make it as visual as possible. Use the time to prepare the team for a strong restart.

Motivating the Team After Delays

The third question was about momentum. Nothing kills energy like sitting idle. That is why you should not fill time with busy work. Instead, acknowledge the delay, protect your trade partners’ resources, and wait until the permit releases. When the time comes, restart with energy. Host constructability reviews, provide clean drawings, and roll out clear plans. That clarity and preparation will rebuild motivation and momentum.

Trimming the Schedule

The fourth question was about schedule recovery. The truth is that sometimes lost time cannot be fully regained, but you can get close. Optimize bottlenecks, zone work properly, use prefabrication, add resources where it makes sense, and plan around actual work packages. These steps are far more effective than just pushing harder. With the right systems, the project can recover most of the lost ground.

The Bottom Line

Your role as a superintendent is to plan, prepare, and communicate reality. You cannot control ownership’s decisions or city bureaucracy, but you can protect your team, keep trade partners engaged, and provide leadership with the clarity they need to make the right calls. That is what makes you effective in tough situations.

Key Takeaway:
Your greatest value as a superintendent is protecting trade partners with a clear plan, especially during delays. Use downtime to sharpen your systems, communicate impacts honestly, and lead your team back with energy and clarity.