How We Take Care Of Ourselves At Home

Posted on December 10, 2025December 10, 2025 by Danny Jiménez⁩

Read 8 min

How We Take Care Of Ourselves At Home

Welcome, everyone . Today I had the chance to sit down with my good friend Mark Story, and we explored a topic that every construction professional wrestles with at some point: how do we take care of ourselves at home while still showing up with excellence at work? Mark has decades of experience, and I always appreciate the wisdom he brings to these conversations. This blog is all about that balance and what it truly means to build not just projects, but a life.

I opened by asking Mark a simple question: What does it mean for a professional to “make a home”? His answer and the depth behind it set the tone for the entire discussion. He shared how motivations evolve as our careers advance. In the early stages, we chase titles, money, opportunities. We need those things to build a family and a future. But as the years move on, priorities shift. Kids arrive, grow, and eventually start families of their own. Suddenly, time at home becomes more meaningful than overtime at work. That shift is natural, but many of us struggle to adapt to it.

Mark works with a number of professionals who are all in different life stages, and yet they share the same challenge: navigating demanding projects while still being present for the people who matter most. He coaches them on delegation, focus, and planning not just for the project, but for their families. On one project alone, several team members have welcomed new babies, and Mark continues to emphasize that those moments cannot be missed. A hard project may last 18 months, but a child’s first steps happen once.

One idea Mark shared that really resonated with me is planning personal time with the same rigor that we plan project work. He and his wife Julie sit down regularly to map out vacations, family trips, and important milestones long before the year unfolds. He uses a color coded calendar to stay intentional: one glance tells him where he’s going, when he’s home, and whether he’s overloading himself. Once something is on the calendar, it becomes a commitment not a wish.

I’ve gone through my own wake up calls on this topic. Years ago, Kate told me, “You always say it’s a busy time you’ll always say it.” She was right. I hit that moment again when running the business and flying constantly. She even told me, bluntly, “You don’t know how to plan.” That stung, but she was right about that too. I knew how to plan projects, but I wasn’t planning first things first. Once I started scheduling family time, trips, and home weeks in advance, everything began to shift. And just like Mark said, things at work still got done it all worked out.

Mark drew a connection that I loved: if we don’t own our calendar, the calendar will own us. This is true on projects and in our personal lives. When we don’t control our time, we eventually burn out, our families feel the strain, and the quality of our work drops. But when we plan ahead whether it’s a yearly vacation, a week working from home, or simply blocking out evenings we protect our health and relationships. And healthier people lead better teams.

He also talked about something many of us forget: moments of rest heal us. For him, it’s hunting trips, time in nature, or traveling with family. For others, it might be hiking, reading, fishing, or simply being home for bedtime. Whatever it is, it has to be protected, not squeezed in as an afterthought.

By the end of our conversation, one principle stood above the rest: Treat your personal life with the same discipline, clarity, and intention that you bring to your job. Plan it, protect it, and prioritize it. Your work will improve because you improve.

This was one of my favorite discussions with Mark, and I’m grateful for his insight and honesty. I hope this blog inspires you to reflect on how you plan your time and how you care for the people waiting for you at home.

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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.

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Borrowed Knowledge vs. Learned Knowledge: Why Experience Matters

Posted on December 10, 2025December 10, 2025 by Danny Jiménez⁩

Read 9 min

Borrowed Knowledge vs. Learned Knowledge: Why Experience Truly Matters

In this blog, I want to dive into one of the most important lessons I’ve been reflecting on since returning from Japan: the difference between borrowed knowledge and learned knowledge. Both matter, both have power, and both can completely change the way we approach our projects, our companies, and our own development as builders and leaders.

My Lean Journey and the Roots of Borrowed Knowledge

It’s been about fourteen years since I started my lean journey with Paul Akers’ book 2 Second Lean. That book changed my perspective, and over time I’ve watched its principles circle back to their deeper roots in Japanese culture and post–World War II global learning. When I went to Japan, I saw firsthand how deeply the concept of borrowed knowledge is embedded in their society. Every insight, every practice, every improvement was credited back to someone who taught it first. There was no ego, no prideful guarding of ideas. It was simply: we learned this from them.

Coming home, I kept talking about Japan, and in one training session someone joked, “Well, we’re not Japanese.” Thankfully, Kevin Rice had the emotional maturity I sometimes lack and helped bring the room back into focus. His message was simple: learning from another culture is not imitation, it’s wisdom. And that’s when it clicked. Borrowed knowledge isn’t weakness. It’s intelligence.

Why Borrowed Knowledge Is Hard for Western Culture

In North America, especially the United States, we tend to elevate learned knowledge but undervalue borrowed knowledge. We cling to pride, nationalism, and the belief that we already have the best way. But traveling the world quickly humbles you. You see beautiful cities, effective governments, advanced technology, and cultures that have mastered principles we’re still fumbling with.

The truth is simple: we are stronger when we learn from others. We are better when we stop acting like the center of the universe and start embracing global wisdom. Ignoring ideas just because they didn’t originate here is nothing but arrogance disguised as practicality.

Why This Matters in Construction

Construction is notorious for being closed off. Everything is proprietary. Companies guard their templates, spreadsheets, and systems like crown jewels. But let’s be honest nobody is winning jobs because of a secret spreadsheet. The real differentiator is people, culture, and collaboration.

Borrowed knowledge could change everything in our industry. Imagine if:Project teams regularly toured other projects to learn from successes and failures.Superintendents flew to visit jobs farther ahead to understand what’s coming.Companies formed true strategic partnerships to evaluate each other’s systems.Crews learned from other crews instead of isolating themselves. We replaced “competition and secrecy” with “sharing and raising the bar together.” we would elevate the industry overnight.

Two Ways People Learn

There are only two real ways to learn:

Wisdom: learning from others.

Sad experience: failing repeatedly until something breaks.

Borrowed knowledge is wisdom. It saves us from pain we don’t need to endure. It protects teams, schedules, budgets, and relationships. And it accelerates progress because we don’t waste time reinventing the wheel.

Breaking Toxic Construction Mindsets

We need to kill some deeply rooted ideas in our industry:

“I run my own job. I don’t need to walk someone else’s.”
“I don’t want anyone walking my job.”
“We can’t share that’s competition.”
“I’ve done this for 30 years. I don’t need new information.”
“I’m not making blogs or videos to help others.”

None of these beliefs serve us. None make construction better. All of them hold us back. We rise together, or we fall apart. A project is only as good as its slowest or weakest performer. If one crew struggles, the whole job struggles. If one company learns something valuable, we should want that knowledge shared, not hidden.

The Power of Borrowed Knowledge

Learned knowledge is vital. It carries personal weight and experience. But borrowed knowledge is the key to accelerating growth without unnecessary suffering. It connects us to global wisdom, keeps us from repeating avoidable mistakes, and pushes the entire industry toward excellence. I encourage you to explore the work of Paul Akers. He is the embodiment of borrowed knowledge done right.

And here’s the question I want to leave you with: How can your teams, your company, and our entire industry start leveraging borrowed knowledge more every day? If we embrace that mindset, what becomes possible is nothing short of remarkable.

If you want to learn more we have:

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What “Mottainai” Really Means — Eliminating Waste the Japanese Way

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

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Mottainai: Eliminating Waste the Japanese Way

I love writing about mindset, and this blog is one of my favorites because the concept of mottainai, meaning “what a waste” or “it’s a shame to waste,” has genuinely changed the way I live and work. This isn’t something I learned in theory. It’s a lesson that came from real experience and a personal shift in how I view value, resources, and responsibility.

My Wake-Up Call With Waste

Years ago, when I was working for a general contractor as a director, we made massive improvements. We created field engineer bootcamps, superintendent and PM bootcamps, strengthened scheduling, improved survey operations, and elevated field systems across the board. It was meaningful work and we invested heavily in doing things right.

The CFO once told me he knew my salary was expensive, but he didn’t expect me to spend a million dollars on top of that. And he wasn’t wrong. If we needed supplies, I bought them. If we ran a bootcamp, I went all out. It grew the business but also created waste. A lot of waste.

At home, I had the exact same habit for more than a decade. I would rather replace something completely than maintain or preserve it. But now, for the first time in 10 to 15 years, I’m changing that mindset. I’m repainting instead of rebuilding, repairing instead of replacing, preserving instead of discarding. I’m packing straps so they last longer, fixing trailer floorboards, maintaining the boat upholstery rather than buying new. It sounds simple, but for me, it’s a major shift.

Living a lean life instead of simply talking about it has helped me embrace mottainai in a meaningful way.

What Japan Taught Me About Preservation

My trip to Japan transformed the way I think about waste. Japan is the cleanest and most considerate country I have ever visited. Everything feels intentional. Everything feels cared for. Old buildings are preserved with pride. Stone exteriors allow moss to grow in elegant patterns. Wooden structures are repaired and refinished, not demolished and replaced.

In the United States, we often tear things down because they are not pristine or new. Japan keeps things alive by maintaining them continuously. Clean sidewalks, restored bridges, refinished woodwork, and preserved architecture all reflect a cultural mindset of respect and care.

Even their daily habits show it. Smaller meals. Eating to 80 percent full. Finishing what is on their plate. And remarkably, almost no visible trash despite almost no public trash cans. Instead of managing large amounts of waste, they focus on not producing waste in the first place.

This is mottainai in action, and it is powerful.

Bringing Mottainai Into Construction

Construction is one of the most waste-heavy industries in the world. Materials come into the building, get cut and modified, and a significant percentage leaves as trash headed for landfills.

I remember finishing a project in Victorville, California. My dad built an entire barn, a massive one, using leftover siding and structural components that the project planned to throw away. Those materials were considered trash. He turned them into a fully functioning structure.

If we embraced mottainai on our projects, everything would change. We would prefab more. We would pre-kit more. We would pre-cut and preassemble more. We would reuse packaging materials instead of discarding them. We would recycle reinforcing instead of tossing it. We would create less food waste. And we would use materials responsibly, not carelessly.

Mottainai is not about being cheap. It is about being responsible with nature, resources, and human potential.

A Mindset Worth Teaching

Imagine sharing this mindset during daily worker huddles. Imagine crews viewing waste as something unacceptable, something to avoid, something that deserves attention rather than indifference. Imagine them treating every material, every resource, and every hour of labor as valuable.

That is the power of mottainai. It shifts our thinking from replacement to preservation, from consumption to stewardship, from quick fixes to long-term responsibility.

I am sharing this blog because this concept has the power to transform individuals, teams, and entire project cultures. I invite you to learn more about mottainai and consider how it can shape the way you lead, build, and live.

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Respect Your Partners And Suppliers

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 6 min

Respect Your Partners and Suppliers: A Lesson from Toyota

Welcome, everyone. I’m glad you’re here, and I hope you’re doing well and staying safe out there. Today I want to share a short but meaningful message about something that permanently shifted the way I look at construction partnerships: respecting our partners and suppliers at the same level we expect them to respect us.

What I Learned from Toyota

When I began studying the Toyota Production System, I knew they supported their suppliers in becoming lean. What I didn’t understand until I went to Japan myself was the depth of that commitment. At the Toyota museum and in conversations with former leaders, I learned that general managers spend most of their time not inside Toyota plants, but with the vendors who supply sub-assemblies.

The Toyota production line rarely needs intervention because the system works. Where they invest their time is upstream, ensuring the companies feeding into their system are supported, coached, and operating at a high standard. When a company partners with Toyota, they agree to full transparency. Toyota teams have access to observe processes, monitor data, and help their partners improve.

It is one of the most respectful and mutually beneficial business relationships I’ve ever seen. Toyota gets reliable, defect-free parts delivered in right-sized quantities at the right time, and suppliers become stronger and more capable businesses.

What This Means for Construction

If we truly respect our partners and suppliers, we won’t treat them as outsiders or adversaries. We won’t only call when something goes wrong. We won’t squeeze them financially and wonder why quality suffers. Respect means investing in their success.

High Street Ventures in Canada is a powerful example of this mindset. They put every foreman, superintendent, project manager, and lead person from their trade partners through a full High Street–funded training boot camp. Books, manuals, food, and the entire event are covered. On the jobsite they support their partners with fair financial practices, ongoing education, and a culture built around shared success.

They don’t say, “Do better.”
They say, “Let us help you get there.”

That is partnership. That is leadership.

A Call to Lead Differently

Just like Toyota’s general managers, we shouldn’t spend all our energy focused internally. If we want excellence on our projects, we have to intentionally support the companies who help us deliver them. When our partners thrive, our projects thrive. When we elevate others, we elevate the entire industry.

Thank you for reading.

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How To Mark Logistics & Zone Maps

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 9 min

How to Mark Up Your Visual Maps for Better Planning and Flow

Welcome, everyone. I hope you’re doing well and staying safe out there. Today I want to share one of my absolute favorite topics: how to properly mark up your visual maps so your team can see the full picture of tomorrow’s work. When this is done right, it becomes one of the most powerful planning tools on a jobsite.

Before getting into the lesson, I want to revisit an important builder’s code principle that sets the foundation for everything we do in planning. We must iterate on paper. True iteration happens long before the field is touched. The smartest contractors in the world sketch ideas, erase low-cost mistakes, work out logistics visually, and model options before they pour an ounce of concrete or set a single panel. Field experimentation is costly; paper experimentation is a superpower.

I also received a message recently that reminded me why this work matters. A reader shared how Lean principles and servant leadership helped them survive one of the most difficult seasons of their career. They said one of my books felt like finally having an ally standing beside them. That means everything to me. We aren’t here to manage machines; we’re here to lead people.

Now let’s get into the heart of this blog.

Why Most Teams Misuse Visual Maps

When the Last Planner System is implemented correctly, teams usually have logistics maps and zone maps on the wall, daily foreman huddles the afternoon before work, and roadblocks visually identified before the meeting starts. All of that is good. But even with these systems in place, most teams still miss the most important step. They only mark the work area. That alone is not enough for problem solving, and it certainly does not reveal conflicts.

I saw a team recently that had excellent visuals and good meeting flow, yet they weren’t actually solving problems. They described where the work was happening, but they weren’t showing the full impact of the operation. Without the full picture, no one truly understands what tomorrow will look like, and conflicts hide inside that blind spot.

How to Properly Mark Up Your Maps

When a trade steps to the board, they shouldn’t simply highlight the task they’re performing. To make the visual truly meaningful, they must show the full operational footprint. Here are the four elements I teach every team.

First, mark the actual work area. This is the wall, room, pour, or zone where the installation or activity will occur.

Second, draw the access path your crew will use to reach that work. This includes worker travel, material flow, equipment routes, and any choke points. Access is where the majority of conflicts hide.

Third, identify the staging area. Every operation has materials, tools, and equipment that need a home. If staging isn’t drawn, it will end up placed wherever space is available — usually causing unnecessary congestion.

Fourth, show the space your workers will physically occupy during the work. People take up space. Crews assembling, rigging, unloading, or prepping for installation need far more room than the work area itself.

Once these four elements are drawn, the map becomes a real representation of tomorrow’s plan. It shows the truth, not just the intention.

Why This Matters on Real Projects

Urban sites, constrained lots, and mega-projects all hit the same wall eventually: logistics becomes the bottleneck. Once a team begins running Lean, optimizing flow, and increasing schedule reliability, the next constraint is almost always space management.

I recently reviewed a deep excavation and basement wall sequence on a project in downtown San Francisco. The only way to determine whether the plan was possible was to draw everything: work areas, access paths, staging zones, and crew space. As soon as the complete picture was on paper, it became clear that several planned operations could not physically occur at the same time. That discovery saved the team from chaos in the field.

This is why drawing all four components is essential. When you see the whole picture, you find the conflicts early, not after losing time, money, and energy.

Bringing It All Together

If your team is only drawing the work area, you are missing the entire value of visual mapping. When the work, the access, the staging, and the worker footprint all appear on the board, your foreman huddles transform from simple reporting sessions into powerful problem-solving conversations.

With complete visuals, you expose conflicts early, improve coordination, reduce chaos, and protect flow. Visual maps aren’t just colorful drawings; they’re truth-telling tools. And truth brings stability.

I hope this blog helps you elevate your planning conversations and brings more clarity to your daily coordination.

If you want to learn more we have:

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The In-N-Out Burger Call

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 8 min

The In-N-Out Burger Callout: A Lesson in Flow and Predictable Production

Welcome, everyone. I hope you’re doing well and staying safe out there. In this blog, I want to share a concept I call the In-N-Out Burger Callout, a simple but powerful lesson in how to keep work flowing on a construction project.

Before I dive in, I want to revisit part of the builder’s code that has shaped the way I work: Excellence mostly, perfection sometimes. Years ago, a master builder told me to focus on excellence, not perfection. Most work only needs to be moved forward artfully and intentionally. But when it comes to safety, perfection is the standard. We don’t get a redo when someone gets hurt. Safety is where perfection lives.

I also want to share a message I received recently. Someone wrote to tell me they listened to my content before interviewing for a new role and that the leadership training they attended transformed not only their mindset but how their team saw them. Stories like that mean everything to me. They remind me why I do this work.

Now, let’s talk about In-N-Out.

Anyone who knows me knows I’m a huge In-N-Out fan. I grew up in California, and the flavor, the simplicity, and the “old-school burger joint” atmosphere hooked me early. Even now, despite focusing more on my health, I still find myself at In-N-Out once or twice a week. It’s a love story at this point.

But it’s not just the food. In-N-Out is one of the most consistently lean businesses I’ve ever seen. Their systems are tight, predictable, and incredibly stable. And here’s where the construction lesson comes in.

When you drive through Culver’s, for example, the product is great—but the order is wrong nearly every time. At In-N-Out, in hundreds and hundreds of visits, I can barely recall an incorrect order. Why? Because they do something brilliantly simple:

When a large or complex order comes in, they call it out verbally and start cooking early before the order ever enters the formal system.

If I walk in with my whole family, that’s 20 patties with cheese and 6 without. Before the cashier even finishes entering the order, someone shouts “20 and 6!” and the grill crew immediately starts preparing those patties. By the time I reach the window, the work is already done. The variation of a massive order is handled before it disrupts the normal flow.

That is the essence of the In-N-Out Burger Callout.

On a construction project, flow often breaks down because we fail to anticipate variation. People say, “This won’t work in takt planning,” or “What about this complex space?” But just like In-N-Out, predictable systems allow for strategic flexibility.

I saw this firsthand on the Bioscience Research Laboratory project. The electrician—one of the best I’ve ever worked with—came to me early. He said, “Jay Money, we’re flowing perfectly, but on level four we have feeders under the upper deck. If I don’t get ahead of that now, it’ll slow everything down later. Can I negotiate early access and start running rigid conduit?”

That is the In-N-Out Burger Callout in construction. He saw the variation coming. He called it out before it became a problem. And the project stayed on schedule because of it.

The lesson is simple but transformative:

Great builders don’t wait until flow breaks to react. They look ahead, spot variation, and call for what they need early labor, materials, approvals, access, or support so the system keeps moving.

Workers, foremen, field engineers, superintendents, PMs, if you learn to do this consistently, you will become one of those proactive leaders who protect flow instead of fighting fires.

I hope you enjoyed this blog.

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Logistics Support Person

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 10 min

The Role of a Logistics Support Person: Why Every Complex Project Needs One

Welcome everyone. Today I want to share something I’ve been seeing more and more on jobsites across the country: the growing need for a dedicated logistics support person. After touring large urban projects and studying how the best teams operate, it’s clear that logistics is no longer a side responsibility. It is a full-time leadership role that can transform the flow of work.

Before I get too far into the topic, I want to ground the discussion in a principle I rely on often: assume everything is wrong the first time. Not because people don’t care, but because human nature is imperfect. When we assume perfection, we overlook checks, processes, supportive systems, and structure. But when we assume something might be wrong, we design an environment where people can succeed. That is at the heart of a strong logistics system. It is not about doubting people. It is about caring enough to create systems that protect them.

Recently I received a message from someone who had attended our training. His team shared that he returned to the project as a completely different leader, clearer, more passionate, and more connected to his people. When asked what changed, he said he realized he needed to lead with the same love and enthusiasm he saw modeled during training. He understood that his team feeds off his energy. Messages like this remind me why roles like logistics support matter so much. Systems create safety and flow, but it is people who make them meaningful.

What I Learned About Logistics in Japan

When I visited Japan, I encountered a role known as the water spider, someone who moves between production pods delivering materials and information so production never stops. They glide left and right, fast and responsive, keeping the flow alive. This position is not a step down. It is a position of mastery. And as I’ve observed, construction desperately needs its own version of that.

Why Construction Needs a Logistics Support Person

On one project in downtown San Francisco, the staging area was so tight that only a single truck could squeeze in at a time. Roads were congested, space was nonexistent, and dozens of trades were operating simultaneously. The lead superintendent and I immediately realized we needed one person dedicated entirely to logistics. Not a runner. Not an assistant. A trained and empowered leader who owned the flow of the site.

Some people hesitate to take on this role because they think it is a step down from supervising crews. But as Mr. Amazawa in Japan taught me, if you want to be promoted, go to the problem areas. Logistics is one of the biggest problem areas in construction. Mastering it makes you invaluable.

The Core Responsibilities of a Logistics Support Person

A logistics support person oversees hoisting, materials, deliveries, access, site setup, and day-to-day movement. They understand how the crane is reeved, how fast it can pick, and how many operations can realistically be handled in a given hour. They pay attention to the hoist schedule, the forklift routes, and the human traffic moving through entrances and stair towers. None of this can be guessed. It requires analysis, observation, and coordination.

Deliveries also fall under their responsibility. This means knowing what is coming, when it is arriving, what inspection is required, and exactly where it will be placed so it does not need to be moved multiple times. A logistics support person keeps the delivery map updated, distributes information to hoist and equipment operators, and ensures all movement aligns with the crane and hoist capacities.

They also take ownership of the logistics infrastructure. This includes access points, loading platforms, temporary walkways, traffic routing, perimeter fencing, safety stations, lighting, signage, and queuing areas outside the site. If craft labor supports these tasks, the logistics person manages their standard work and ensures nothing falls through the cracks.

Prefabrication and pre-kitting are a huge part of their work as well. On projects with space, this might mean establishing a pre-kitting yard with power, lighting, water, tents, cutting tables, and waste stations. When space is tight, it means coordinating with trade partners so that kitting happens off-site. The goal is the same. Materials should arrive to their installation area ready to use without unnecessary movement or clutter in the building.

Why This Role Matters So Much

The true purpose of a logistics support person is to create flow. When logistics are predictable, work becomes easier, safer, and more stable. Superintendents do not waste their time chasing deliveries or fixing traffic jams. Trades are not tripping over each other. The site becomes calmer and more productive. And most importantly, people feel supported by a system designed for their success.

This is not a helper position. It is a leadership role that touches every corner of the project. In my opinion, mastering logistics is a powerful career accelerator. Anyone who understands flow, capacity, movement, and stability becomes essential to any team.

I will be turning this concept into a standard work document and scorecard soon because I want this role to become standard practice across the industry. It is one of the most transformative positions we can add to a project team.

If you want to learn more we have:

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Sneaking Past Gates

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 9 min

Sneaking Past Gates: Why It Damages Projects and How We Stop It

Welcome everyone. Today I want to talk about a behavior that quietly destroys the stability of construction projects everywhere: sneaking past gates. This blog digs into why it happens, why it’s so harmful, and what we can do to stop it for the sake of our teams and our industry.

Before we get into the topic itself, I want to share something that recently came my way. A superintendent messaged me after leaving the industry following ten exhausting years. He spoke about overwhelming expectations, constant micromanagement, and emotional strain from homeowners, pressure from operations, and the thankless grind of managing quality when trades were selected solely on low bid. His message was raw and honest and heartbreaking.

His words reminded me of a line from the movie Seven. Morgan Freeman’s character says, “The world is a fine place and worth saving.” And then adds, “I agree with the second part.”
Construction may not always feel like a fine place but it is worth saving, because the people in it matter. Their experiences matter. Their work matters.

And sneaking past the gates that protect our people and our projects is part of what breaks this industry down.

What “Sneaking Past Gates” Really Means

In construction, gates are not physical barriers, they are systems, checkpoints, and planning sequences that protect safety, quality, logistics, and flow. When someone bypasses a gate, they bypass the very system built to keep the project stable.

Here are the most common examples:

Skipping the Outer Entry Gate

Workers or contractors enter the site without proper onboarding, PPE, or orientation.
This instantly weakens the safety culture and puts everyone at risk.

Skipping Planning Gates

These include:

Pull plans.
Preconstruction meetings.
Look-ahead schedules.
Weekly work planning.
Daily planning routines.

When someone says, “We already know our scope, we don’t need that meeting,” they are sneaking past the very gate that ensures coordination and flow.

Skipping the Morning Worker Huddle

Some crews use excuses like:
“I start early.”
“I come in later.”
“My schedule is different.”

The morning huddle is a safety gate. It keeps everyone aligned, informed, and protected.

Skipping Logistics Gates

This usually sounds like:
“We’re just dropping this load real quick.”
“We don’t need the queuing area.”

But skipping logistics controls leads to:

Overstocking.
Materials in the wrong place.
Congestion.
Unsafe pathways.
Lost productivity.

All because someone didn’t want to follow the sequence.

Skipping Quality Gates

Avoiding zone-control walks or inspections to “save time” guarantees one thing:
Rework. And usually at the worst possible moment.

Why This Behavior Is So Damaging

Sneaking past gates creates instability on every level.
Projects become reactive instead of proactive.
Confusion takes over planning.
Safety becomes inconsistent.
Logistics turn chaotic.
Quality issues multiply.

Most importantly, it erodes trust.
The people who follow the rules suddenly feel punished while the people who skip the gates move fast and unchecked until something goes wrong.

Gates are not barriers.
Gates are the structure that protects everyone’s work, safety, and sanity.

You’ve Seen This On Your Projects

You’ve heard statements like these:

“We can’t make the normal start time.”
“We didn’t queue the materials, we just brought them in.”
“We don’t need the precon, we’ve done this before.”
“We missed the huddle; our crew was running late.”

Every one of these excuses is simply a way of saying,
“We’re sneaking past a gate.”

And the project pays for it through delays, rework, confusion, or risk.

Gate-keeping isn’t bureaucracy.
It’s leadership.

Construction Is Worth Saving And Gates Are Part of the Solution

Our industry faces massive external challenges:
legal systems that complicate everything
financial pressure that pushes low bids over quality
outdated structures that exhaust our teams
unstable expectations placed on supers and trades

But despite all of that, the work we do and the people who do it are worth fighting for.

One of the simplest, most powerful ways we can protect our people is by protecting the gates that protect them.

Gates keep projects safe.
Gates keep projects stable.
Gates prevent burnout.
Gates honor the trades.
Gates respect the superintendent’s leadership.

And sneaking past them is one of the most harmful behaviors we can allow.

Key Takeaway

A stable, healthy project depends on respecting its gates. When we protect planning gates, safety gates, logistics gates, and quality gates, we protect the people building the work. Sneaking past gates may feel convenient in the moment, but it is one of the fastest ways to create chaos, conflict, and rework.

If we want to elevate construction, we must stop letting people bypass the systems designed to help them succeed.

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BONUS – Jake & Jason Lean Series – Sustaining the Culture

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 5 min

Sustaining the Culture: What It Really Takes on a Lean Project

In this blog, I want to share how we kept our Lean culture alive once the initial excitement faded. After setting up incentives, refining our systems, and winning over the workforce, the hardest part began: sustaining the behaviors every single day. What I learned is simple culture does not maintain itself. It has to be reinforced, measured, and lived.

Using Accountability to Keep Standards High

One of the strongest tools we had was the trade partner grading system. Every trade partner received a weekly grade based on real data: huddle attendance, cleanliness, shutdowns, rolling completion items, safety walks, and other measurable behaviors. These grades went to project leaders and owners, which made people extremely invested in improving them. I watched trade partners drive hours to discuss a bad grade because they cared that much. Making expectations visible created accountability, competition, and instant behavior change.

Building Ownership Through Open Dialogue

We also met weekly with foremen and superintendents to let the workforce help shape the rules. They reinforced zero-tolerance policies, suggested improvements, and helped control site operations. When they helped build the system, they protected it. Even after we stopped the formal meetings, we kept an open-ended follow-up process asking the workforce what was working and what wasn’t. As their voices were heard, participation grew and the culture strengthened.

Staying Consistent With Daily Communication and Training

The daily huddle became the backbone of communication. No matter how the site evolved, everyone gathered, heard the same information, and aligned for the day. This consistency earned trust from both workers and the owner. To keep Lean concepts alive, I sent daily training topics and made sure every foreman received Two Second Lean. Many of them also completed the Lean core training, and for the first time they really understood the “why” behind our systems. Once they understood the purpose, they committed fully.

Key Takeaway

A Lean culture survives only when we reinforce it daily. Clear expectations, visible accountability, open communication, and continuous education turn Lean from a set of tools into a way of working that people believe in and protect.

If you want to learn more we have:

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The Construction Battle Perch

Posted on December 9, 2025December 9, 2025 by Danny Jiménez⁩

Read 5 min

Why Every Superintendent Needs a Battle Perch

In my blogs, I talk about a concept I call the battle perch a dedicated spot on the project where I can see the entire job site at once. Over the years, I’ve learned that having this elevated, unobstructed perspective changes the way I lead. In the past, I’ve even climbed tower cranes to get that view. Other times, an adjacent building or an upper floor gives me the vantage point I need. The point is simple: leaders build better projects when they can actually see the project.

Recently, while touring a site in San Francisco, I found a natural battle perch built right into the layout of the project. I didn’t even need PPE because the area was protected behind secure guardrails, yet it gave me a perfect bird’s eye view of everything happening below. From that spot, I could observe the flow of work, track progress across different crews, and see how the project was behaving as a living system all without stepping into any active work zone.

This kind of perspective is invaluable for any superintendent, senior superintendent, general superintendent, or field leader. When you can look down and see work fronts, material movement, staging, safety conditions, and crew coordination all at once, you instantly gain clarity you can’t get walking the site at ground level. You begin to notice patterns where things flow smoothly, where bottlenecks form, and where crews might need support or direction. A battle perch helps you lead proactively, not reactively.

Even if your site doesn’t offer a natural vantage point, you can create one. I’ve climbed tower cranes, accessed rooftops of neighboring buildings (with permission), and even relied on drone footage when needed. The method doesn’t matter as much as the outcome: I need a highlevel view so I can lead the project as a whole, not just piece by piece.

This blog is a reminder that great leadership requires perspective. When you consistently step back, look from above, and understand the bigger picture, you position yourself to guide your team with more clarity, confidence, and intention.

If you want to learn more we have:

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On we go

Mottainai: Eliminating Waste the Japanese Way

My Wake-Up Call With Waste

What Japan Taught Me About Preservation

Bringing Mottainai Into Construction

A Mindset Worth Teaching

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