Watch Their Set Points
I’ve been reflecting lately on something I’ve seen happen over and over again in leadership and construction. We spend so much time training people, coaching them, and enabling them, but eventually, they return to their natural rhythm, their set point. This realization completely shifted the way I look at development, leadership, and continuous improvement.
I first noticed it when someone I had trained started slipping on key planning steps. They weren’t failing because they didn’t care or weren’t capable. They were simply reverting to what felt normal and comfortable. Their set point was different from mine, and it showed. That experience taught me that it’s not enough to just train people once. We need to understand where their baseline lies and then create systems that help elevate that baseline.
Engineering Out Human Error
This concept of set points ties directly into something I learned from Hal Makeover, the importance of engineering out human error. Just like airlines design autopilot systems to minimize mistakes, we in construction must design processes that prevent errors from slipping through. People will always have different habits, comfort zones, and tendencies. Instead of blaming them, we can build safeguards and double checks into the system that ensure quality at the source.
When we see someone’s set point, it’s not a problem to criticize, it’s valuable data. It tells us what level of support, training, or system design is needed to help that person succeed consistently.
Shifting from Blame to Improvement
Too often, leaders feel frustrated when their people fall back into old habits. But I’ve learned that it’s not about blame, it’s about building better systems and stronger cultures. If I notice where someone’s set point is, I now see it as an opportunity. I can adjust the process, reinforce training, or strengthen the team culture so that what used to be above and beyond eventually becomes the new normal.
That shift changes everything. Instead of frustration, I feel curiosity. Instead of disappointment, I see potential. Because once we recognize set points, we can engineer improvement that lasts.
Key Takeaway
Understanding people’s set points helps us stop blaming and start improving. By designing systems and reinforcing behaviors, we can elevate those natural rhythms into consistent excellence.
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