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Today I had the chance to sit down with Steven Shannon, and I want to share this experience with you in story form because it really hit home for me.

Steven is someone I deeply respect. He’s one of the people who stayed back after boot camp to help us pack up. That small act of service spoke volumes about his character. He works for Sky Blue Builders in Colorado and started in construction just seven years ago as a laborer pushing brooms. Now he’s a superintendent, and hearing his journey reminded me why mentorship, training, and community matter so much.

Kate joined me in this conversation, and her first question was simple. Did boot camp help. Steven lit up when he answered. He told us that before boot camp he believed construction was just inherently stressful. Jobs were always late, rework was normal, and that was simply “how it was.” But at boot camp he saw a different way. He saw systems that could make projects flow better and felt inspired to bring those ideas back.

What stood out to him most wasn’t just technical tools but the self care piece. He admitted that he used to overwork himself, take on things that weren’t his responsibility, and even rescue others instead of holding them accountable. Boot camp helped him realize it all starts with taking care of himself first. He built routines around box breathing, morning resets, and evening practices that allowed him to be present not only at work but also when he got home. His family noticed the difference, and he even started encouraging friends and loved ones to try similar practices. Hearing that made me pause. Leadership always starts within.

As the conversation went on, Steven shared how takt planning, meeting cadences, pull planning, and lean systems changed the way he works. He and Michael Chavez pulled their design team together for a live pull plan with sticky notes, and for the first time everyone shared a schedule they actually believed in. He reorganized his meeting cadence so internal meetings landed on Monday, OACs on Tuesday, and trade partner meetings midweek. Suddenly, information was flowing to foremen and field crews at the right time.

That was such a great moment for me because I know how difficult it is to stand up in a meeting system. It feels like pushing uphill at first, but once it clicks, trades begin to see the value. Steven proved that the effort is worth it.

We also talked about mentorship. Steven didn’t climb into leadership alone. People at his company coached him, stood with him through mistakes, and shared their experience. He told us it wasn’t an official program but rather something organic. I could hear the gratitude in his voice. His growth wasn’t handed to him, but he was never alone.

Then came the vulnerable part. Kate asked him about mistakes, and I shared a couple of my own big ones first to set the stage. I wanted him to feel safe telling his story. He described a tenant improvement job at the Denver Federal Center where he allowed fire suppression and fire alarm work to start without official approvals. The Fire Marshal made a surprise visit, saw the gaps, and shut the job down for nearly two months. That was painful, but Steven said it changed him. Now he never begins work without approvals, drawings, and clear precon alignment.

Listening to him reminded me of something I strongly believe: people are not lazy, and they don’t wake up wanting to screw up. In my thirty years in construction, I’ve never seen a lazy trade crew as the norm. If anything, people overwork, exhaust themselves, and push through broken systems. What we need isn’t punishment but rhythm. We need systems that give trades a sustainable pace and align their effort. Mistakes should be treated as learning opportunities, not career enders. Steven’s company understood that and gave him the space to grow.

As we wrapped up, I asked Steven if he had one big suggestion for how we could reach more people. Without hesitation he said we should travel more and bring training to companies directly. Not everyone can come to boot camp, and bringing sessions to them could open more doors.

Kate closed by asking Steven about his biggest day to day struggle. His answer was powerful. Getting bought in. He said too many people still question meetings and systems. They complain about “wasted time” instead of seeing the long term value. It’s hard for one person to carry that fight alone. He asked for resources that help teams get on board together, not just individuals.

That request stuck with me. If we want systems like takt, pull planning, and structured meetings to truly last, we need teamwide buy-in. Otherwise, the champion burns out.

This conversation with Steven reminded me that leadership is personal, mistakes are part of growth, and culture is built by total participation.

Key Takeaway
I learned that when people take care of themselves first, lean into mentorship, and implement simple rhythms like meeting cadences, they can transform their projects. But lasting change only comes when entire teams buy in, not just one champion carrying the load.