How To Survive As A Trade Partner With A Bad GC

Posted on September 28, 2024October 15, 2024 by Danny Jiménez⁩

Read 9 min

In this blog, I’m going to share valuable insights on how you, as a trade partner, can navigate the challenges of working with a problematic general contractor (GC). It’s not just about covering your back but delivering value, doing a great job, and surviving the experience while still making a profit. If you’re dealing with a tough situation, this blog is for you.

As trade professionals, do you ever feel that most content out there is targeted at general contractors, leaving us trades out of the picture? Well, that changes today because this blog is curated specifically for you. Let’s dive into how you can create flow, protect your work, and negotiate with bad GCs to survive and even thrive.

Creating Flow in a Construction Project

One of the biggest challenges on any construction project is creating flow. A flow helps you stay on schedule, maximize productivity, and ensure you’re not losing money. Typically, on a project schedule, we want to create a system where trades flow from zone to zone.

If you’re a trade partner, you need to be able to work efficiently by moving from one area to another in a smooth, diagonal pattern across the building. This allows for “one-piece flow” where you can complete work in one zone, reflect, make improvements, and then move on to the next.

While it’s true that not all buildings have repetitive structures, a good portion (around 40-60%) does, and you can use this to create a takt plan that guides your work. Even in non-repetitive areas, having a clear plan will help maintain the flow of your work across the project.

Working with a Bad General Contractor

If you’re stuck on a project where the general contractor doesn’t know what they’re doing, you’re likely facing either no schedule or a flawed Critical Path Method (CPM) schedule. The GC’s CPM schedule often leaves your activities disorganized and scattered. This will hurt your flow, extend your work time, and ultimately, lose you money.

So, how do you survive? Here’s what you should do:

Pull out the milestone: Identify the key milestone from the GC’s schedule. For example, if the milestone is the interior finish, focus on that.
Create your own flow: Using your internal scheduling resources, develop your own Takt plan. This will help you organize your work from zone to zone, ensuring you’re prepared for each phase of the project.
Send your plan to the GC: Whether it’s during the pre-construction phase or even after you’ve started, submit your schedule and show them how your work needs to flow. Negotiate this plan with them. If they attempt to stack your crews or cut your time, push back and explain why your flow plan is crucial.

Negotiating and Maintaining Flow

Negotiating with a GC is tough, but it’s important to stay smart and ensure that your work isn’t stacked, as this will cost you money. If the GC pushes for more labor, more overtime, or tries to rush the work, remind them of your plan. By maintaining flow, you can meet the schedule without additional stress and cost.

Every week, send a message to the GC, outlining what needs to be ready for your team to work effectively in the next zone. Document everything—this way, if the GC attempts to blame you for delays, you have a record showing that the work wasn’t ready when needed.

The key here is communication and preparation. If the GC insists on rushing or stacking work, keep reminding them to focus on making the work ready instead of throwing more labor at the problem. This will help maintain efficiency and prevent unnecessary overtime or extended durations that eat into your profits.

Protecting Your Trade

It’s essential to stand firm in protecting your trade. When dealing with bad GCs, staying in control of your schedule and documenting everything will help you complete the project on time and without financial loss. This approach also ensures you take care of the GC by finishing the work as early as possible and not extending the project’s duration unnecessarily.

Follow these three steps to navigate a difficult situation:

Establish the milestone: Know what the GC’s end goal is and align your work with it.
Identify your flow: Break down your work into manageable zones and stick to that plan.
Prepare the work ahead: Ensure the GC has everything ready for you to proceed efficiently, and hold the line when necessary.

I hope this blog has provided you with actionable steps for managing tough situations with GCs. We love supporting trade partners, and we’re here to help you navigate these challenges, find solutions, and succeed on your projects.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go!

How To Improve A Construction Company

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 9 min

How to Improve a Construction Company: A Step-by-Step Guide

In this blog, we’re diving into how you can take tangible steps to improve your construction company or even provide consulting services for others. Whether you’re looking for immediate actions you can implement tomorrow or strategies for long-term growth, this is the blog for you.

Step 1: Build Your Leadership Team

The first step in improving your construction company is assembling the right leadership team. As Jim Collins famously said, “Get the right people on the bus.” Before deciding where to drive the bus, you need to ensure you have the right people in the right seats.

Here’s a breakdown of the key roles:

Visionary: The entrepreneurial leader who sees the big picture and drives the company forward.
Integrator: The person who ensures the organization runs smoothly—usually the president or COO. They manage day-to-day operations and keep everything on track.

Once you have a visionary and an integrator, focus on building a team that includes:

Sales and marketing
Finance and risk
Operations

Even if you’re a small company, having the right people in leadership roles will make all the difference.

Step 2: Find Your “Why”

Understanding why your business exists is crucial. When you’re clear about your “why,” you connect with a sense of purpose and passion that can drive your company through tough times. This is especially important in construction, where challenges are inevitable.

At Elevate Construction, we say that “the vibe will hire the vibe.” When you know your company’s purpose, you attract people who share your passion, and this alignment is key for growth.

Step 3: Stay Connected

Staying connected to your intuition, team, and environment is vital. Whether you find that connection through prayer, meditation, or moments of quiet reflection, it’s essential to stay grounded.

When business leaders lose sight of this connection and let ego take over, their decision-making falters. Taking time to observe and listen to your company, projects, and team will provide the clarity needed to run your business effectively.

Step 4: Create Clarity

Your company isn’t just here to build projects—it’s here to fulfill a mission. A clear vision, mission, and set of core values help everyone in the organization align toward a common goal. Without this clarity, it’s easy for projects and teams to lose focus.

Step 5: Hold the Line on Core Values

Core values aren’t just aspirational—they are the foundation of your company. You should hire, promote, coach, and, if necessary, part ways with people based on these values.

By holding the line on your core values, you create a strong, unified culture that drives your business forward.

Step 6: Place the Right People in Key Positions

Once your leadership team is in place, ensure you have the right people in other key positions. As your company grows, so does your need for influence. The leadership team alone can’t cover everything, so you’ll need to expand by adding people who can fill the gaps.

Whether it’s by market silo or project-based structure, make sure your organizational setup matches the needs of your company’s growth.

Step 7: Set Up Your Meeting System

Communication is crucial in any organization, especially in construction. A solid meeting structure ensures feedback from the field reaches leadership quickly, and directives from leadership make their way back to the field.

Implement a meeting system where every team member knows their role and responsibilities. Regular meetings help identify problems and allow the team to discuss and solve issues efficiently. The Traction book by Gino Wickman, which introduces the Entrepreneurial Operating System (EOS), is a great resource for setting up this system.

Step 8: Identify and Solve Problems Efficiently

Once you have your structure in place, focus on problem-solving. Use the EOS framework of Identify, Discuss, and Solve (IDS) to address issues as they arise. When everyone in the organization is aligned and focused on the same goals, problem-solving becomes much more efficient.

Step 9: Constant Improvement and Training

Continuous improvement is key to scaling any business. Once you’ve set up the structure and identified areas for growth, double down on training.

Ensure your people understand the processes, reinforce best practices with field walks, and maintain open communication between leadership and the field.

To help you further improve your construction company, I highly recommend checking out the Elevate Construction podcast, where we provide daily insights into improving operations.

By following these steps, you can begin to scale your business while maintaining clarity, values, and a culture of continuous improvement. Stick to these principles, and you’ll see remarkable growth.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

On we go

A Day In The Life Of A Superintendent

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 9 min

You’ve likely come across many blogs showcasing a superintendent walking through their day on a project. These are usually insightful, but sometimes, they miss the mark when it comes to what a superintendent should be doing. This blog is here to cover exactly that: what the day of a superintendent should look like and where some might go wrong. So, if you want to know what a superintendent’s day should involve and how to avoid common pitfalls, you’ve come to the right place. Let’s dive in!

1. Start with a Solid Morning Routine

A productive day starts with a focused morning routine. Whether it’s enjoying some sunlight, avoiding the phone first thing, or taking time for exercise and a good breakfast, this sets the tone for the day. You could also incorporate spiritual thoughts, self-improvement reading, or whatever works for you. The key here is starting the day right.

Pro Tip: Practice Box Breathing

Box breathing is a technique I highly recommend. It helps center the mind and allows you to focus. Here’s how it works:

Inhale for five seconds.
Hold for five.
Exhale for five.
Hold for another five. Do this three to five times, and you’ll start the day with a clear mind.

2. Maximize Your Drive Time

On your way to work, make use of this valuable time. Listen to a podcast or audiobook to feed your mind with knowledge. Imagine the impact if you dedicated your commute to learning for an hour each day! By the time you get to your job site, you’ll be energized and ready to tackle the day. And as a fun tip—why not end the drive with a “pump-up” song? Whether it’s a motivational tune or something from a movie soundtrack, music can help you hit the ground running when you arrive.

3. Create a Day Plan

Once you reach the office (or your project trailer), it’s time to plan the day. Hopefully, you’ve already mapped out your tasks the day before, but now’s the time to review and tweak as needed. Your day plan should allow for buffers and focus time—don’t fall victim to back-to-back meetings and constant email interruptions. Having a structured plan ensures you maintain focus and productivity throughout the day.

4. Lead the Morning Worker Huddle

Next comes the morning worker huddle. This is where you meet the team and discuss the plan for the day. You’ll also provide feedback, shout-outs, and any necessary training. This is your chance to establish the project’s flow and ensure everyone is aligned.

5. Do Zone Control Walks

After the huddle, it’s time for zone control walks. Walk the project site, check logistics, and ensure everything is set for the day. If you need to manage any zone transitions or handoffs, this is the time to do so. A smooth handoff process helps keep the project flowing.

6. Team Huddle

Once zone control is complete, it’s time for a team huddle. Bring any roadblocks or issues to the project management team to discuss. This ensures everyone is on the same page and can work together to solve problems.

7. Focus Time

Between 9:00 AM and lunch, and then again after lunch, it’s critical to schedule focus time. Use this time to review project drawings, update schedules, and handle any other planning tasks. Having undisturbed time to focus on these details is essential to ensuring the project stays on track.

8. Afternoon Foreman Huddle

In the afternoon, hold a foreman huddle to plan for the next day. This is a key moment to ensure everything is ready for the following morning. The foremen can take care of any necessary logistics, like refueling equipment, before they return the next day.

9. Wrap Up the Day

Before heading home, finalize any permitting or documentation tasks that need to be completed. Finally, take a few moments to plan the next day, if you haven’t already.

Final Thoughts: Crucial Components of a Superintendent’s Day

Morning routine: Start your day with intention.
Day planning: Always plan with buffers and focus on creating flow.
Zone control: Don’t just spot problems, actively manage handoffs.
Focus time: Carve out undistracted time for high-priority tasks.
Foreman huddle: Finish strong by preparing for the next day.

Remember, if you don’t follow this approach, your day will feel chaotic. You’ll spend more time putting out fires than making progress. But if you adopt these strategies, you’ll bring order to your day and see better results.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Construction Fails: How Project Owners Fail

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 8 min

In this blog, we’ll dive into the world of construction mismanagement, focusing on how project owners can unintentionally drive their projects into chaos. If you’re a project owner, this is your ultimate how-to guide on losing money, extending timelines, and navigating through costly court battles. Think of it as your blueprint for disaster!

Keep Pushing & Rushing People

If you want to ensure your project descends into chaos, rush your team! Everyone expects it, but it’s a surefire way to create chaos. You’ll love the results: late nights, stressed workers, and a downward spiral in productivity. And don’t forget, you can always blame the contractor!

Start the Project Before It’s Ready

Why wait until all the planning is in place? Start early and lock in your contractors before they’re ready. This way, they’ll scramble to meet your demands, and you’ll have the upper hand as they burn through resources. Who needs thorough planning when you can create panic from day one?

Misuse Phased Design

Ever heard of phased design? It’s supposed to help finish the project sooner, but here’s a twist: don’t complete the design! Get your contractors started and then change things midway. They’ll be too busy juggling your whims to hold you accountable for incomplete plans.

Don’t Hold Designers Accountable

Accountability? Not for designers! If the design isn’t up to par, just push the blame onto the contractor. This keeps you buddy-buddy with the designers while leaving the heavy lifting to someone else. It’s a perfect way to avoid responsibility.

Hire the Wrong Owner’s Representative

Want to make things worse? Hire an owner’s rep who thrives on contention. They’ll make your contractor’s life a nightmare while you relax on a beach somewhere. The more they stir the pot, the better you can shift blame onto everyone else.

Use Critical Path Method to Hide Issues

A detailed Critical Path Method (CPM) schedule can be your best friend. At 60 pages long, you can hide any mistake and make the schedule say whatever you want. By the time anyone figures out where things went wrong, you’ve already got a court case brewing!

Don’t Care About Workers’ Well-being

If things go south, no need to worry! You don’t have to pay for the extra overtime or injuries—let the workers handle that. Their bodies and personal time can pay for the mismanagement. It’s all about keeping costs low, right?

Create Excessive Paperwork for Contractors

Overwhelm your contractors with endless paperwork. Not only will they not have time to run the job properly, but they’ll be so bogged down they won’t have time to check if you’re meeting your responsibilities. It’s a perfect smoke screen.

Overextend the Team

Insert contract provisions that prevent your contractor from asking for additional resources, even when change orders come pouring in. This will make sure they are overworked and distracted, making it easier to blame them for anything that goes wrong.

Don’t Give the Project Team Time to Plan

Why would you pay for planning? Let the team figure things out as they go. The less time they have to plan, the more you can point fingers when things go awry.

Delay Decisions

There’s no rush to make decisions in a timely manner. Take your time choosing materials, approving designs, or selecting room numbers. The more you delay, the more control you maintain, while creating frustration within the project team.

Ignore the Right Metrics

Metrics? Who needs them? Rush, push, and panic are your guiding principles. Tracking progress would only reveal areas where you’re not doing your job, so why bother? Stick with chaos—it’s way more fun.

Learn More with Our Resources

This, of course, is a tongue-in-cheek guide on how NOT to manage a project. If you genuinely care about your construction project and want to avoid these pitfalls, reach out to us for consulting services. We can help you stay on track, finish on time, and avoid the headaches that come with poor project management.

If you want to learn more we have:

Discover Jason’s Expertise:

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Why You Can’t Fix Construction

Posted on September 27, 2024October 8, 2024 by Danny Jiménez⁩

Read 9 min

In this blog, we’ll explore why fixing the construction industry is nearly impossible and delve into the mindset and tools you can adopt to make progress in any attempts to improve it. So, if you’re curious about why the system prevails, what that system is, and the key factors that keep it in place, you’ve come to the right place. Let’s get started.

How The System Protects Itself

The construction industry has learned and implemented key principles from various influencers throughout history, which have been codified into systems. These systems are designed to protect themselves with checks and balances, creating a cycle that perpetuates inefficiencies. A key takeaway: the system always protects the system. The book Built to Fail sheds light on how the construction industry has repeatedly fallen into the same traps. The following eras illustrate these key mistakes:

Biggest Mistakes From the Era of Taylorism

The first era, marked by Taylorism, focused on speeding up workers by measuring output—how many nails could be hammered in an hour or how much work could be done in a given time. This era perpetuated the false belief that more people equal more work. In reality, this leads to overburdening, rushing, and stacking people in a way that reduces efficiency.

Biggest Mistakes From the Era of Administration

The second major mistake arose during the Era of Administration, where adding more managers was seen as a way to increase productivity. This belief led to an excessive focus on hierarchy and paperwork, resulting in more administrative layers rather than actual production. Systems built around administration further disrespect the people doing the actual work. These mistakes have now been codified into systems that protect themselves. To move forward, we need a shift toward production systems and lean thinking.

Why You Shouldn’t Push & Rush Workers

Pushing and rushing workers doesn’t work. Lean thinking teaches us to focus on improving processes rather than blaming individuals. When workers are rushed, the system creates bottlenecks—like a kink in a hose. More pressure doesn’t fix the kink, it just damages the hose. Similarly, applying more pressure on workers results in inefficiency and reduced output. Instead, we should focus on making work “ready,” ensuring the processes are smooth, rather than overloading people.

The Nature of People in Administrative Positions

The current system fosters an environment where mid-level managers are focused on protecting their jobs and their processes. This means more wasted effort on unnecessary tasks like critical path analysis and slippage reports. People who’ve built careers around these outdated methods are unlikely to change, as they resist disruption to their comfortable positions.

How Construction Contracts Are Designed

Construction contracts are often written in a way that pits stakeholders against one another, incentivizing rivalry rather than collaboration. Instead of trade partners working together, they compete in toxic ways. This creates a myopic focus on individual profits, where, in reality, nobody wins unless everyone wins on a project site.

How Segregation of Labor Leads to More Waste

Taylorism led to the segregation of labor into specialized trades and classes. As a result, what could once be done by one contractor now requires coordination between 15 different entities. This increases waste and inefficiency.

Ignorance From Builders & Lack of Training

The industry has moved away from self-performing general contractors who understand the building process. Instead, we’ve moved to a world where construction managers are merely brokers, leading to disorganization and a lack of effective project execution. Compounding this issue is the lack of budget for proper training in the industry, meaning we have a generation of so-called builders who are not adequately prepared.

Other Systematic Flaws

While the examples above highlight some of the most glaring issues, there are many more, such as:

Government contracts that prioritize administration over actual building.
A focus on the lowest bid, incentivizing contractors to cut corners.
A systematic disconnect between designers and builders.
Corporate systems that stifle innovation.

How We Can Fix the System

To fix construction, we need leaders with the authority and mindset to change the system. They must focus on creating a production system that respects people and fosters collaboration. Until we change the systems and governing bodies that regulate the industry, we won’t make real progress. I hope this blog gives you some insights into why the construction industry remains broken and what can be done to start fixing it. Let’s work together to make a positive change.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Construction Fails : How Project Managers Fail?

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 8 min

In this blog, I will walk you through a comprehensive “how-to” guide on failing as a project manager. By following these steps, you will not only undermine your projects but also ensure a lack of support for your team, damaging both your professional and personal life. So, if this is what you’re aiming for, you’ve come to the right place!

Why You’d Want to Be an Incompetent Project Manager

The first key to being a terrible project manager is to be easily distracted. You can blame everyone around you for your failures, including the superintendents, owners, and teams. Use the excuse of being overwhelmed with tasks, projects, and meetings to never rise to the occasion and tackle real challenges. After all, why would you want to step out of your comfort zone? The beauty of being “busy” is that it gives you every excuse not to focus on what truly matters. You can keep your head down in countless meetings, avoid planning, and manage your time in such a way that the day ends before any real work begins.

Manage the Project by Budget Cuts

Want to fail at your job? Focus solely on the budget, and make sure you cut everything possible. Cut the budget for training, planning, and resources for the workers. Slash funding for things like lunchrooms, clean bathrooms, or even safety measures—because why would anyone need those, right? The more you can cut, the more you can manage by numbers alone without having to actually care about people or outcomes. By managing the project purely through financials, you avoid taking responsibility for real issues. When things inevitably fall apart, you’ll have an excuse ready and blame others for not managing resources better.

Avoid the Field at All Costs

If you really want to ensure your project’s failure, make sure you stay behind your computer all day. Never visit the site or check in with the team. The more disconnected you are, the less you’ll have to deal with actual project challenges or the people who know what’s really going on.

Disconnect from Your Team

Building a relationship with your team, especially superintendents, will make it harder for you to blame them later. So, it’s best to stay distant. The last thing you want is to develop any emotional connection or understanding of their needs. If they’re suffering, that’s not your problem. Make it a point to keep everyone at arm’s length. Avoid conversations, come into the office late, and spend as much time as possible hobnobbing with upper management instead of engaging with the people actually doing the work.

Pit Team Members Against Each Other

To maintain control and reinforce your ego, don’t build a cohesive team. Instead, create divisions and conflicts among them. By fostering a “soap opera” environment, you can keep everyone loyal to you while stifling productivity.

Neglect Planning and Blame Others

A major part of being an incompetent project manager is to avoid proper planning. Don’t bother with real project timelines or resource allocation. When things go wrong, blame it on the tradespeople, the foremen, or anyone else you can find.

Ignore Safety

Never get involved with safety measures on-site. If someone gets hurt, you’ll need to pin the blame on someone else, and if you’re too involved, it could make you look bad. Avoid anything that requires commitment or real oversight, especially when it comes to safety protocols.

Conclusion: How to Solidify Your Role as a Failure

By following these steps, you will effectively ruin your projects, strain relationships with your team, and blame others for the fallout. If this sounds appealing, you’re on the right track to becoming the worst project manager possible.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

What Are The Pre-Construction Stages of A Project?

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 8 min

In this blog, I’m going to walk you through the pre-construction phases of a project and how to plan a project successfully. We all know that projects don’t fail in the middle—they fail right from the start. To ensure your project is on the right track from day one, it’s important to go beyond the typical phase descriptions and focus on a more comprehensive approach.

Typically, there are five main phases in the pre-construction process: proposal and interview, concept and schematic design, design development, construction drawings, and finally, project start and mobilization. But today, we’re going to rethink those traditional stages and give them a fresh perspective. Here’s how to approach them differently:

1. Win the Project

The first phase is all about securing the project. This goes beyond just submitting a proposal or doing an interview. Here, it’s essential to align with your project team early on. By doing so, you can create a master schedule, logistics plans, and zone maps, while also developing 3D or 4D plans that set the tone for the project. During this phase, focus on the three key aspects that will solve the client’s problems, showing that you’ve already begun working on their behalf even before the contract is signed.

2. Set the Parameters

Once you’ve secured the project, it’s time to establish the conditions of satisfaction, also known as setting the parameters. In this stage, communication is key—you need to ensure you fully understand what the client expects and how the project team will operate. This includes setting clear goals, determining meeting structures, and understanding the org chart that will guide the entire project. Setting these parameters early on ensures everyone is on the same page, which is crucial during the pre-construction design phases.

3. Enable the Design Team

The next phase focuses on enabling the design team. By providing real-time budget and schedule updates, along with conducting constructability reviews, you’re supporting the designers in fleshing out their work. It’s vital to keep communication flowing with the design team, ensuring they have all the information they need. You’ll want to employ tools like A3 reports, choosing by advantages, and risk and opportunity registers to make sure everything aligns with the broader project plan.

4. Plan with the Builders

This phase is about involving the people who will actually build the project. It’s essential to bring the builders—whether they’re your foremen, contractors, or other key stakeholders—into the planning process. The reason for this is simple: You can’t hold them accountable for the project if they weren’t involved in the planning. During this phase, make sure to lock down permitting, secure long-lead procurement, and complete any civil preparations such as relocation of underground utilities. This is also the stage where you’ll finalize your master schedule, logistics drawings, trailer design, risk and opportunity register, and org chart.

5. Prepare for the Start

Now that you’ve set the project up for success, it’s time to prepare for the actual start of construction. This involves locking in your prime agreements and beginning your quality pre-construction meetings with the trades. You’ll also want to engage your 90-day plan, ensuring that the project kicks off on the right foot. Starting strong is crucial, as it’s far easier to make adjustments in the early phases than it is later on.

The Key to Project Success

Ultimately, if you’re tired of the old labels like proposal, interview, schematic design, and construction drawings, think of the process like this: win the project, set the parameters, enable the design team, plan with the builders, and prepare to start strong. When followed correctly, this process will predict project success. As they say, projects don’t go wrong—they start wrong. Ensuring that you follow these five steps will put your project on the right path from the beginning.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go!

Construction Fails: How Superintendents Fail

Posted on September 27, 2024September 27, 2024 by Danny Jiménez⁩

Read 8 min

In this blog, we will explore how superintendents can fail spectacularly and take down their entire job while maintaining the ability to avoid responsibility. Whether you’re a construction professional looking to avoid accountability or simply fascinated by how things go wrong, you’re in the right place!

Today, we’re presenting seven key strategies to help you fail as a superintendent. Not only will you create chaos and dysfunction, but you’ll also master the art of blaming others for the mess you’ve made and gain credit for fixing the very fires you started.

Effects of Failing as a Superintendent

Why would anyone want to fail as a superintendent? It’s simple: you get to blame everyone else and use ready-made excuses like, “The new generation doesn’t work hard” or “Supply chain issues.” It’s not your fault, right? And the best part? You get credit for “fixing” the problems you caused, positioning yourself as the heroic firefighter while keeping the chaos alive.

1. Do Not Hold People Accountable

A great way to ensure failure is by making it seem impossible to maintain a clean, safe, and organized job site. Keep the chaos going by not holding anyone accountable, allowing you to badmouth the trades and foremen while elevating yourself. Of course, deep down, you know that the tradespeople are the backbone of the operation, but blaming them keeps you looking important and needed.

2. Do Not Delegate or Work with the Project Manager

By avoiding delegation, you keep all the power. Keeping the plan in your head ensures no one can function without you. If you start delegating and empowering others, they might figure out that they don’t need you, and we can’t have that. You must also avoid working with your project manager (PM); if things go wrong, you’ll need someone to blame.

3. Keep the Plan in Your Head

If no one knows the plan, everyone will have to come to you for answers, ensuring you remain indispensable. Answer your phone all day, every day, and make sure everyone sees how “needed” you are. Don’t even think about sharing your plans or implementing structured processes like Lean or Scrum, which would expose your lack of organization and diminish your control.

4. Skip Steps to Become a Superintendent

Why bother learning the fundamentals of construction, safety, and quality? Just skip ahead to becoming a superintendent without the experience. This way, you’ll avoid creating connections with the team and tradespeople, allowing you to see them as mere objects. The less you know, the less you’ll be held accountable.

5. Lack of Organization

Chaos is your friend! When things are disorganized, it’s harder for anyone to pinpoint who’s at fault, allowing you to stay under the radar. Keep everything a mess, and you’ll have plenty of distractions to hide behind.

6. Do Not Use Technology

Claim that you’re “old school” and don’t know how to use computers. This gives you a perfect excuse to avoid doing actual work and ensures you won’t be expected to improve or modernize your approach. Just walk around pointing fingers and telling others what to do while doing nothing yourself.

7. Do Not Learn Continually

Lastly, resist the urge to learn. Books, courses, or Lean methodologies are dangerous—they might improve your performance! Stick to the tried-and-true excuses like, “I’ve been doing this for 30 years, and I’m not changing now.” If everyone buys into the idea that superintendents don’t learn, you’ll never have to step up or face new challenges.

What Happens If All Superintendents Fail?

If everyone follows these steps, we’ll have an entire industry of mediocrity where no one rises to the occasion. Owners and business leaders will continue thinking they need us, and we can enjoy staying in our comfortable, fixed mindsets.

You’ll learn how to elevate your performance, respect your team, and create a stable, productive environment. But where’s the fun in that, right?

I hope you’ve enjoyed this satirical guide on how to fail as a superintendent. Now go out there and keep that mediocrity alive!

If you want to learn more we have:

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How To Scale A Construction Company

Posted on September 26, 2024September 26, 2024 by Danny Jiménez⁩

Read 8 min

How to Scale a Construction Company: Key Strategies for Success

Scaling a construction company can seem like a daunting challenge, but it doesn’t have to be. In this blog, I’ll break down some actionable techniques that you can start using immediately to scale your business. If you’ve been wondering how to take broad, generalized concepts about scaling and turn them into real, actionable steps, you’re in the right place.

Your Circle of Influence

When it comes to scaling your construction company, understanding your circle of influence is crucial. Every leader—whether it’s you, your business partners, or your directors—brings a certain amount of influence to the table. This collective influence helps steer the organization.

As your company grows, the need for control and influence will inevitably outgrow your current leadership’s reach. That’s why it’s vital to hire people with the right level of influence to help move your organization forward. It’s not just about what they know; it’s about how well they can lead and influence others. So, when scaling, hire those who can expand your company’s capacity to grow.

Implementing the EOS Model

The next key strategy for scaling your construction company is to solidify your business with the EOS (Entrepreneurial Operating System) model. The book Traction outlines this model clearly, and it can help you deliver projects more consistently. Once you’re clear on your operating system, double down on training. Triple it even!

It’s essential that your team knows the operating system inside and out. Monthly field walks as leaders on all of your projects are also crucial for holding teams accountable. The key here is to hire influential people to help implement and hold teams accountable to the operating system. This combination of accountability and consistency leads to great results every time.

Defining Excellence in Your Company

Excellence is often a buzzword, but how do you actually define it? If you want to scale your company, you need to be clear about what excellence means in your context. From my experience, excellence at different companies means different things. For example, at DPR Construction, excellence is part of their culture. At Oakland Construction, it’s their self-perform quality and client relationships.

At Elevate Construction, excellence means how we research, develop, and communicate concepts to implement in the industry. For you, it’s about documenting what excellence means for your team and aligning it with your vision and core values.

Focusing on Core Values and Culture

Your company’s core values and culture are the foundation for growth. At LeanTakt, our core values are transparency, integrity, employee engagement, and getting things done. We hire, promote, and coach based on these values, and they shape our culture. When the company starts to drift away from its core values, we realign and bring everyone back on track.

For you, maintaining a strong culture and focusing on your core values will help you scale much more effectively. When everyone is aligned and bought into the culture, you create an environment where growth happens naturally.

Systematizing Best Practices

To scale efficiently, you need to systematize your best practices. When we find something that works, we document it, standardize it, and share it across the organization. This ensures consistency and helps everyone stay aligned with the company’s vision for excellence.

In our weekly review meetings and client check-ins, we constantly refer back to these best practices to ensure we are meeting our standards. If you want to scale, make sure everyone in your company knows what best practices look like and can easily access them.

Developing and Enabling Leaders

Finally, to scale your company, you need leaders who can carry your vision forward. Once you’ve defined excellence, standardized your processes, and trained your team, the next step is to develop leaders who can take over. These leaders will help scale your business by maintaining your standards, training others, and driving the company toward your vision.

Leadership development is a crucial aspect of scaling because these individuals will be the ones implementing your best practices and maintaining your culture as the company grows.

If you ever need help, feel free to reach out to us. Scaling your construction company is challenging, but by following these steps, it’s easier than you might think!

If you want to learn more we have:

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How To Manage A Construction Site

Posted on September 26, 2024September 26, 2024 by Danny Jiménez⁩

Read 11 min

In this blog, we’ll dive into what it truly takes to manage a construction site, ensuring that people can show up and do their best work. I’ll share actionable tips and key steps, focusing on crucial interaction spaces and foundational aspects that must be in place. Let’s face it—you can’t just expect success with a disorganized lot, inadequate fencing, or subpar worker facilities. I’m going to walk you through what it takes to run a remarkable construction site.

The Environment, Not the People, Needs Control

First, let’s get one thing straight: managing a site is different from managing people. I don’t believe in commanding and controlling people—it’s toxic and counterproductive. People should be free to do their best work and express their authentic selves. Instead, focus on controlling the environment. When it comes to the site, I believe in strict management. It should be clean, safe, and organized to the highest standard. We control the site so that the people working on it can thrive. You don’t command and control people—but you can absolutely command and control the environment.

Cleanliness: A Non-Negotiable

A well-managed site is a clean site. Crews should clean up after themselves—electricians shouldn’t be responsible for drywall debris, and vice versa. I always include a provision in contracts mandating that the site remains spotless. If it’s dirty, work stops, the crew cleans up, and the job resumes only when the site is immaculate. Zero tolerance for a messy site has consistently led to excellent results. Regular field walks, daily pictures, reminders, and training reinforce this cleanliness standard. A perfectly clean site is step one to managing a remarkable project.

Safety: Zero Tolerance

Safety isn’t something to negotiate; it’s a core part of site management. A safety culture starts with training and onboarding, followed by consistent reminders. However, safety violations should be handled immediately. On my sites, if someone isn’t adhering to safety protocols, we stop the work, address the issue, and ensure they have the right mindset, tools, or training to proceed. Safety isn’t just about enforcement—it’s about preparation. Our workers undergo OSHA training, daily huddles, and pre-task plans to ensure they’re set up for success. When everyone is on board, the numbers speak for themselves. For example, on a 2-year project with 380 people, we had only 22 incidents requiring people to be sent to a place of safety—a remarkable statistic.

Organization: Everything in Its Place

For a construction site to run smoothly, everything must be organized and have its place. Logistic maps should be living documents that are actively used and updated. When deliveries arrive, the material should be identified, its placement marked, and its arrival time scheduled. This isn’t optional; it’s essential. A well-organized site also means clear laydown areas, coordinated by the format, with gridded, leveled, and stabilized spaces. Your crane, forklift, and hoist operators must follow this plan religiously.

Logistical Support Systems

To run an efficient site, you need proper logistical systems in place. These include cranes, forklifts, loading zones, docks, and scaffolding, among other equipment. The key is not to do the bare minimum to meet a budget, but to set up the site so materials and people can move efficiently. The aim is to avoid bottlenecks that slow down progress. An optimized logistics plan can make all the difference between a project running smoothly and one that is constantly delayed.

Worker Conditions: Invest in Your People

If you want a well-managed site, you must prioritize worker conditions. This means having clean, well-maintained bathrooms, handwash stations, and pleasant lunch areas where people can escape the elements. Morning huddles and worker celebrations are also crucial for building connection and maintaining morale. When workers feel cared for and valued, they are more likely to take pride in their work and contribute to a remarkable site.

The Meeting System: Coordination is Key

An effective meeting system is essential for managing a construction site. I recommend holding a weekly team meeting for high-level planning and coordination, followed by trade partner meetings to handle pull planning and look-ahead planning. Daily Foreman huddles ensure that tomorrow’s work is set up correctly, and morning worker huddles get everyone on the same page for the day. This structured approach allows for the seamless execution of tasks, with everyone aligned on the plan.

Zones and Takt Time: Establish Rhythm and Flow

Zones and Takt time are critical for organizing the work on your site. Zones should be determined based on work density, not square footage, and each zone should have a Takt time to guide the rhythm of work. When properly implemented, this system creates a predictable flow of work through the project, ensuring that trades can move efficiently without delays or interruptions.

Clear the Path: Remove Roadblocks in Advance

As a manager, your main focus should be clearing the path for your trades. This means identifying and removing roadblocks long before they become problems. Weekly work planning and six-week look-ahead meetings with the Foreman should be focused on anticipating issues and addressing them before they slow down progress. If you’re proactive in clearing the path, your trades will be able to work smoothly and efficiently.

Plan with Your Last Planners

To manage the site effectively, involve your last planners in the planning process. Ask them what they expect, align on standards, and collaborate on short-interval plans. This shared responsibility will create a stronger management team and ensure that everyone is on the same page.

Solve Problems Together

Problems aren’t the issue—the real problem is thinking there aren’t any. Involve your trade partners in identifying and solving problems as they arise. Open communication and teamwork are key to addressing issues quickly and keeping the project on track.

In conclusion, a remarkable construction site thrives on well-managed environments, not micromanaged people. Prioritize cleanliness, safety, and organization while providing logistical support and quality worker conditions. Effective planning, structured meetings, and proactive problem-solving keeps everything on track. By removing roadblocks and empowering your team, you set the foundation for a successful project.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

General Offerings

Company Offerings

Systems

Creating Flow in a Construction Project

Working with a Bad General Contractor

Negotiating and Maintaining Flow

Protecting Your Trade

1. Start with a Solid Morning Routine

Pro Tip: Practice Box Breathing

2. Maximize Your Drive Time

3. Create a Day Plan

4. Lead the Morning Worker Huddle

5. Do Zone Control Walks

6. Team Huddle

7. Focus Time

8. Afternoon Foreman Huddle

9. Wrap Up the Day

Final Thoughts: Crucial Components of a Superintendent’s Day

Keep Pushing & Rushing People

Start the Project Before It’s Ready

Misuse Phased Design

Don’t Hold Designers Accountable

Hire the Wrong Owner’s Representative

Use Critical Path Method to Hide Issues

Don’t Care About Workers’ Well-being

Create Excessive Paperwork for Contractors

Overextend the Team

Don’t Give the Project Team Time to Plan

Delay Decisions

Ignore the Right Metrics

Learn More with Our Resources

How The System Protects Itself

Biggest Mistakes From the Era of Taylorism

Biggest Mistakes From the Era of Administration

Why You Shouldn’t Push & Rush Workers

The Nature of People in Administrative Positions

How Construction Contracts Are Designed

How Segregation of Labor Leads to More Waste

Ignorance From Builders & Lack of Training

Other Systematic Flaws

How We Can Fix the System

Why You’d Want to Be an Incompetent Project Manager

Manage the Project by Budget Cuts

Avoid the Field at All Costs

Disconnect from Your Team

Pit Team Members Against Each Other

Neglect Planning and Blame Others

Ignore Safety

Conclusion: How to Solidify Your Role as a Failure

1. Win the Project

2. Set the Parameters

3. Enable the Design Team

4. Plan with the Builders

5. Prepare for the Start

The Key to Project Success

Effects of Failing as a Superintendent

1. Do Not Hold People Accountable

2. Do Not Delegate or Work with the Project Manager

3. Keep the Plan in Your Head

4. Skip Steps to Become a Superintendent

5. Lack of Organization

6. Do Not Use Technology

7. Do Not Learn Continually

What Happens If All Superintendents Fail?

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