Human Connection, Feat. Josh Young and Jennifer Lacy

Read 7 min

Building People Before Projects

An Inspirational Story from Roanoke, Virginia

In this blog, I want to share something deeply meaningful that I experienced on the Carilion Crystal Spring Tower project in Roanoke, Virginia. I had the privilege of walking the site with Josh Young, a senior superintendent at Robins & Morton, and witnessing firsthand how he leads with compassion and connection. Construction is often thought of as numbers, scope, budgets, and deadlines, but what I saw here reminded me of something much greater. This project is not just about building half a million square feet of advanced medical space. It is about building people, building culture, and building trust that extends far beyond the walls of the facility.

Connection That Inspires Change

From day one, Josh stood out because of his genuine care for people. In our industry, compassion can sometimes get lost under pressure, but he has held onto it as his guiding principle. During my visit, I saw posters created by workers after a mental health awareness event. The messages were heartfelt: “You are not alone” and “Keep going.” These weren’t just decorations. They were reminders that this team values humanity above everything else. Josh also shared a powerful personal story about an employee he hired who came with a difficult past. Many would have walked away from giving him a chance, but Josh believed in offering a hand up, not a handout. When that employee relapsed and faced a low point in his life, Josh could have moved on. Instead, he called, met him, listened, and supported him through entering inpatient treatment. That decision changed everything. Months later, the man returned, sober and stronger, and is now thriving in a leadership role managing others. He even gave Josh his 30-day sobriety chip mounted on a piece of granite from the project, a symbol of hope, resilience, and gratitude. For Josh, that moment mattered more than building half a million square feet of hospital space. One life change was worth it all.

Lessons for All of Us

Walking the site, I noticed something that struck me deeply. The right people were doing the right things at all the right levels. It wasn’t just the superintendent or the executives leading culture. It was the workers, the foremen, the field engineers, and the entire project team. Everyone had been invited to step up, to connect, and to make a difference. This is what happens when culture is placed above process. Tools and systems are important, but they only last when people believe in them. When workers feel cared for, they bring their best to the job. That is what I saw here, and it made me realize again that great builders focus on building people first.

Key Takeaway

I learned that true leadership in construction is not about scope, budgets, or schedules. It is about people, culture, and connection. When we build people first, the projects will follow with even greater success.

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

Unreasonable Hospitality, Feat. Josh Young and Jennifer Lacy

Read 7 min

Heading to Kelowna and Thinking About Civil Work

As I head to Kelowna, British Columbia for a Foreman Boot Camp, I cannot help but reflect on the power of structured planning. High Street Ventures has created a production system that brings trade partners together through mandatory training in takt, last planner, and preplanning. By requiring everyone to align under one system, they create consistency, culture, and predictable results across their projects. Watching this kind of commitment reminds me why I am so passionate about scheduling civil work the right way.

Seeing Construction as Flow

When I schedule projects, I often compare them to trains running on tracks or cars driving on a freeway. The project site represents the track or the roadway, and the crews are the trains and cars that move through in sequence. This analogy works whether I am planning a data center, an electrical room, or a civil utility project. It simplifies how we visualize progress and flow, allowing everyone on the team to see where they are and where they are headed.

The Framework for Scheduling Civil Projects

Civil work thrives when I use a time by location format. On the left side of my schedule, I break things down by phases, areas, and stations. Each station represents a segment of work and includes details such as depth of pipe, number of structures, soil conditions, and overall complexity. By documenting these elements, I can determine accurate production rates and realistic durations for every portion of the work. Once I have durations, I link them into a sequence that allows crews to flow like a train moving from one station to the next. This sequencing shows exactly how different utilities interact and where overlaps might occur. For example, I can immediately see whether storm drain or sewer installation must go first based on elevation and flow requirements. This prevents surprises and helps everyone understand the bigger picture.

Protecting the Plan with Buffers

Planning is only effective if I also protect it. That means building in buffers for risk, weather delays, crew availability, and unexpected site conditions. These buffers prevent the project from derailing when issues arise, and they keep morale high because teams do not feel crushed by unrealistic expectations. A strong plan gives people confidence that the work is achievable.

Using Visuals and Reviews to Strengthen the Schedule

Alongside the takt plan, I prepare zone maps, logistics plans, and visuals that show exactly how the site will flow. I also make sure to run a fresh eyes meeting where the project team reviews the plan critically. Their feedback ensures that the schedule is realistic, coordinated, and trusted by everyone. By the time the schedule is in place, it is not just my plan, it is our plan.

Why Civil Work and Takt Fit Perfectly

Civil projects may look messy at first glance, but they are actually some of the best candidates for takt planning. The work is naturally linear, which makes the time by location approach very powerful. When I align production rates with stations, protect with buffers, and keep everything visual, the project flows with predictability. I see stress drop across the crews, and trust grow between partners because everyone finally sees the same path forward.

Key Takeaway

Civil projects succeed when I treat them as flow systems with crews moving like trains on tracks. Time by location scheduling with production rates and well-placed buffers creates clarity, reduces stress, and builds trust across the team.

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

Everyone Wants to be Seen, Feat. Jennifer Lacy

Read 7 min

Hearing the Voices of the People on Our Project Sites

In this blog I want to share an experience that reminded me just how important it is to create space for people to feel heard on our project sites. I recently had the opportunity to visit one of our teams in Roanoke, Virginia, and it struck me how much the culture of connection and listening shapes the way a job unfolds. This project is not structured as an IPD contract, yet it is running with the same collaboration, transparency, and lean principles you would expect from the very best. The difference is not just the tools or processes. The difference is the way people feel valued and respected every single day.

I watched a project director lead with both excellence and humanity. He checked all the boxes with the lean methods, but more importantly, he made people feel recognized, celebrated, and safe. That is not just good leadership. It is the foundation of a culture where voices can be heard. When people feel they matter, they engage differently. They care about outcomes because they know they are seen and respected.

This is something that resonates deeply with me on a personal level. Through my own journey of discovering purpose, I realized I want to ensure that every person not only has a voice but also that their voice is truly heard. It is easy to say we care about people, but the real test is in the everyday interactions. Do we stop and listen? Do we ask questions that invite more than a yes or no? Do we create environments where people feel safe enough to share honestly? These are the questions that guide me, both at work and in my personal life.

I often think about my own family when reflecting on this. As a mother, I know how important it is to stop projecting my own opinions onto my daughters and instead listen to what they are truly saying. The same applies on a construction site. If I am only telling people what to do or assuming I know what they need, I am not really hearing them. By taking the time to ask and then to listen with intention, I give people a chance to feel acknowledged. When they leave an interaction feeling seen, they carry that positivity into everything else they do.

On the project site we visited, I saw this come to life during a craftworker luncheon. It was not a superficial event. It was a gathering where people felt safe to speak openly, where leaders celebrated their teams, and where connection was at the center. You could feel the trust in the room. That kind of culture does not happen overnight. It is built intentionally over time through consistent actions and genuine care.

For me, the lesson is clear. People want to matter. They want their work to be recognized. They want their experiences to be acknowledged. When we provide that, they not only perform better, but they also bring their whole selves to the job. In an industry where safety, quality, and productivity are always top of mind, making sure voices are heard is not optional. It is essential.

Key Takeaway

People show up each day wanting to matter. When we create safe environments that allow their voices to be heard, we build stronger relationships, healthier project teams, and ultimately better outcomes.

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 Schedule Civil Projects in Takt

Read 6 min

Scheduling Civil Work with Takt

I recently had the chance to travel to Kelowna, British Columbia, for a Foreman Boot Camp with High Street Ventures. This was a powerful experience because they are making takt planning and lean systems a requirement for trade partners on their projects. That means anyone working on their sites must go through training to understand pre-planning, takt, last planner, and lean core concepts. It is inspiring to see an organization commit to this level of consistency and quality.

The boot camp itself was hands-on and immersive. For three days, participants practiced planning with their own trades, developing real details, and applying zone control. They did their own pull planning and packaging, which made the learning stick. By the end, it was clear that this type of training builds unity and a common language across all partners involved.

Why Civil Projects Fit Takt Planning

When it comes to scheduling civil projects, takt is a natural fit. I like to picture it like a train running on tracks. The tracks are the zones or stations, and the train is the crew or the flow of trades moving forward. Another way to see it is like cars on a freeway, each trade moving through the project in sequence. Both images help us understand the importance of steady, continuous flow.

For civil work, the starting point is a time by location format. On the left side of your plan, you can organize by phases, areas, and stations. Each station can represent a run of pipe or a segment of the site. Then, I make sure to define the complexity at each station, whether it is depth of pipe, soil conditions, number of structures, or shoring requirements. These details help determine the production rate and ultimately set the durations.

Building the Plan

Once durations are identified, I connect the crews in succession and add the right buffers. Water lines, storm drains, and sewers each flow at different elevations and in specific sequences, so it becomes a networked production plan. From there, I analyze risks, weather impacts, and additional crew needs. The result is an accurate overall project duration with built-in resilience.

This plan is not complete without visuals like zone maps and logistics plans. I always take the finished version into a fresh eyes meeting so the team can test and refine it together. The process builds trust and gives everyone clarity about flow, sequencing, and constraints.

Scheduling civil work with takt is not only effective, it is essential for predictability. When you understand the flow, build accurate durations, and respect buffers, the project runs smoothly and safely.

Key Takeaway

Civil projects thrive when planned with takt. By focusing on flow, aligning crews by location, and building in buffers, you create a clear and reliable plan that everyone can follow with confidence.

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

What “I Can’t Show You Yet” Really Means

Read 6 min

Breaking the Habit of “Almost There”

I want to talk about a habit that I see all too often in the workplace. It might seem harmless, but it can quietly damage productivity, teamwork, and trust. I hear it from people who are genuinely good and capable, but who fall into the trap of saying things like, “I’m almost there” or “I’ll show it to you next week when it’s ready.” At first glance, it feels like progress, but more often than not, it signals procrastination or distraction rather than actual movement forward.

Why “Almost There” is Problematic

When someone says they are almost done but are not ready to show progress, it usually means nothing is actually happening. It can be an unintentional way of hiding procrastination or poor organization. The person may be overwhelmed, distracted, or simply not energized by the task. And instead of admitting they have not made progress, they mask it with phrases that buy them time.

The problem is that this creates a disconnect. The team thinks work is moving forward, but in reality deadlines are slipping and opportunities to adjust course early are being missed. Over time, this creates stress for the individual and frustration for the team.

The Power of Iterations

The answer is simple and powerful. Iterations early and often. I want to see progress in small steps. Even small updates, early drafts, or partial completions are better than silence. When progress is shown regularly, several things happen.

First, procrastination is exposed and addressed. Second, the person working on the task builds momentum and gains small wins that fuel motivation. Third, it becomes easier for the team to step in and provide support where needed. Finally, it allows us to work in smaller pieces, reduce context switching, and create real flow.

This is not micromanagement. It is not about telling people how to do their job. It is about checking in on the what so that the how can be improved together. Just like a Starbucks barista follows a recipe or a pilot completes preflight checks, professionals in any field must follow their process. That is not control, that is alignment.

Supporting Different Needs

This approach also creates an environment of support for those who struggle with focus or organization, including people with ADHD. Breaking big overwhelming tasks into smaller achievable steps can make a huge difference. By checking in more frequently, we give them a chance to win instead of stress. It helps them channel their energy in ways that lead to completion rather than burnout.

In the end, saying “almost there” is usually a signal that someone is stuck. By shifting to transparency, frequent updates, and iterative progress, we create accountability, trust, and momentum. This is how we support individuals while also strengthening the team.

Key Takeaway

When people say “almost there,” it often hides procrastination or lack of progress. Asking for frequent updates and iterations builds trust, reduces stress, and helps everyone move forward together.

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

Implement Fast — Don’t Sub-optimize

Read 8 min

Why Implementing Fast Creates Real Change

I recently received some feedback from a listener that really stuck with me. He shared how he was rolling out Superintendent 2.0 to his team along with a superintendent playbook he had spent five months developing. He mentioned how much value he got from one of the earlier blogs, and it made me so grateful to see these ideas not only being heard but actually being implemented in real organizations. That kind of feedback reminds me why I do this work.

Today I want to talk about a topic I have been waiting to cover for a long time, and that is the importance of implementing fast. Too often in our industry, when the conversation turns to lean rollouts, I hear things like, “Let’s just start small with a huddle,” or “We need to take it slow so we do not overwhelm anyone.” On the surface, that might sound reasonable, but in my experience, it usually does more harm than good.

The truth is that going slow rarely works. People sometimes say it because they want to avoid change altogether. Saying “this is too much” or “we are moving too fast” can be a clever way of resisting progress. If you look closely, the people making those arguments are often the dissenters who do not want the effort to succeed.

I have always believed it is not the big organizations that overtake the small, it is the fast that overtake the slow. Change needs speed because speed allows you to build momentum, get results, and prove that the new system actually works.

Let me explain with an example. Imagine trying to create a human being but only starting one organ at a time. First the lungs, then the heart, then the brain. That baby would never survive because a human body has to be born as a whole system. Lean is the same way. If you only do pull planning without connecting it to takt planning, look ahead planning, weekly work plans, and day plans, then you have created a broken system. Instead of solving problems, you create new ones because the different parts are not working together.

Going slow is like ripping off a bandage one inch at a time. You prolong the pain and stretch out the discomfort. Or it is like easing into a freezing pool, dragging out the shock instead of just jumping in and getting used to the water. When you implement fast, you take the hit once, but you get through it quickly and can start reaping the benefits sooner.

Now, implementing fast does not mean being careless. It means building the smallest complete system that can actually function. You document it, you make visuals, you do the training, and then you launch it. You do not need to roll out every lean tool all at once across the whole company, but whatever you do roll out should include all of the necessary parts to make it work. That is how you avoid sub optimization and wasted effort.

The real danger of slow implementation is that people get tired of waiting for results. The team loses momentum, enthusiasm fades, and eventually the effort stalls before it ever matures into a functioning system. Fast implementation, on the other hand, creates clarity, accountability, and measurable wins that keep everyone engaged.

I know it is not easy. Implementing any meaningful change requires courage, discipline, and a willingness to push through discomfort. But when you birth a lean system, even if it is just a small one, you bring it to life as a complete organism. It will be hard to raise, but at least it is alive and working. That is what gives you the chance to grow, refine, and eventually scale it across the organization.

Key Takeaway
Slow implementation drains energy and creates sub optimization, while fast implementation builds complete systems, gains momentum, and delivers real results that last.

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

Managing Your Day as a Super

Read 9 min

How Superintendents Can Protect Their Time and Stay Focused

I recently received some feedback from a listener, and it really struck me because it touched on something all superintendents face: the constant battle with distractions. The message was clear. He appreciated the practical advice he had already heard but wanted me to go deeper into one specific challenge: how to manage time and set boundaries when trade partners, project team members, or even owners are constantly pulling you in different directions.

This topic resonated with me immediately. I know exactly what it feels like to have your day blown apart by interruptions that feel urgent in the moment but could easily have been solved in another way. So I want to share some thoughts and structure around this, because if we are not deliberate with our time, we risk being reactive instead of proactive.

When I think about the ideal day for a superintendent, I picture it as something very stable and intentional. It begins with a strong morning routine that sets the tone for the day. Some superintendents even use box breathing or other mindfulness techniques to sharpen their focus before stepping onto the jobsite. Drive time can also be used wisely by listening to educational podcasts, motivational content, or even doing exercises that sharpen your thinking.

Once you arrive, the day should follow a rhythm. There is time set aside for planning, hosting or attending the morning worker huddle, and then performing zone control walks. These walks are not just about checking progress. They are about making sure handoffs between zones are smooth, that constraints are identified early, and that the team has clarity about what is coming next. Later in the day, foreman huddles and team standups create opportunities to surface and solve issues together. When these meetings are run well, they prevent many of the interruptions that otherwise end up on a superintendent’s shoulders.

Another practice that helps is clearly communicating when you are available and when you are not. One of my favorite examples comes from a superintendent in Hawaii who posted a humorous but very effective sign on his office door. It listed a series of steps people should take before knocking, such as checking submittals, reviewing drawings, writing an RFI, or even praying about it. While playful, it sent a serious message: do your homework before interrupting. The result was fewer disruptions and more meaningful conversations when people did come in.

It is also important to post or share your daily and weekly plans. When the team knows what you are working on and when you are available, they become more respectful of your time. This is especially critical when you are reviewing drawings, updating schedules, or performing focused work that demands your full attention.

That does not mean you ignore everything. Emergencies, urgent owner requests, or critical safety incidents obviously require you to drop what you are doing. But many of the so-called urgent requests we face are not truly urgent. Learning to distinguish between the two is one of the most valuable skills a superintendent can develop.

The reality is that many of us have a social tendency to respond instantly when someone approaches us. It feels natural to stop what we are doing and help. But in leadership, discipline matters. Protecting your leader standard work is not about being cold or dismissive. It is about creating the structure that allows you to lead effectively and deliver results for your team.

If you want more structure for this, I recommend checking out the Superintendent Personal Organization Planner. It is a resource that dives deeper into how to design your day and keep control of it. I also suggest looking at the Success Formula content on the Lean Superintendent YouTube channel, which shares practical techniques for organizing both yourself and your project team.

At the end of the day, the solution is simple but not always easy. Build strong routines, run effective huddles, communicate your availability, and be discerning about what deserves your attention. That is how you protect your time and stay focused as a superintendent.

Key Takeaway
Superintendents who protect their time with clear routines, effective huddles, and disciplined boundaries create stable days that allow them to lead with focus and deliver predictable results.

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

Keys to Construction Coverage, Feat. Rocio Luna

Read 7 min

Why Insurance and Risk Management Matter in Construction

I recently had the privilege of sitting down with Rocio Luna, a commercial insurance broker who specializes in lowering EMRs and helping construction companies get their insurance and risk management in order. What struck me immediately about Rocio was not only her knowledge but also her attitude and determination. She brings a tenacity and calmness that makes her exactly the type of professional you want on your side when things get difficult.

As someone who has been around many professionals in the industry, I have learned how important it is to surround yourself with people who truly understand construction. It is one thing to know insurance in general, but it is another to know what contractors face, what project managers deal with daily, and how claims can suddenly change everything. Rocio comes from the ground up, starting as a claims assistant and eventually building her way to becoming a trusted broker and consultant. That background gives her a unique perspective because she has seen the chaos firsthand and knows how to navigate it.

We talked about insurance in a way that was simple and practical. Rocio broke down the key coverages every construction company needs to understand: general liability, workers compensation, commercial auto, umbrella coverage, and builders risk. Each of these plays a role in protecting the business, the employees, and the future of a company. I appreciated how she explained them with everyday examples. For instance, general liability is there to cover a third-party injury, like a UPS driver slipping in your office. Workers comp protects your people when accidents happen on the job. Umbrella coverage steps in when limits are maxed out. Builders risk, on the other hand, covers a project while it is actually being built, not afterward. These simple explanations helped me see not only the technical side of insurance but also why the limits matter and why carrying proper coverage is non-negotiable.

One part of our discussion that really stuck with me was about risk management consulting. Rocio shared how many companies fail to respond quickly when accidents happen because they do not have a clear plan in place. When there is no process, claims are delayed, documentation gets missed, and problems get worse. Her consulting focuses on building standard operating procedures, making sure staff know exactly what to do, and ensuring every step is handled properly. That is what keeps EMRs low, premiums manageable, and companies out of unnecessary trouble.

I also admired her approach to connecting with people. She does not spam, push, or play games. She adds value, educates, and builds trust. That alone is refreshing in a world where we are all bombarded with cold calls and templated messages.

For me, this blog is not just about sharing what I learned from Rocio. It is also about emphasizing that we cannot afford to take insurance lightly. Construction is risky. Projects are expensive. Lives and livelihoods depend on the protections we set up in advance. Having the right coverage and the right team can make the difference between a temporary setback and a devastating loss.

Key Takeaway
Having the right insurance coverage and risk management procedures in place is not just a formality. It is the foundation for protecting your people, your projects, and your company’s future, and it begins with professionals who understand construction.

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

It was Always on the Trades

Read 8 min

It Has Always Been on the Trades

I want to share a realization that struck me recently, one that I believe has been overlooked for far too long. The truth is this: in construction, it has always been on the trades. Whether we dictated through command and control or tried to pass off responsibility in the name of collaboration, the burden has stayed on their shoulders.

Before I dive in, a few updates. Next week is Super PM Boot Camp and I am excited to welcome 32 participants in a brand-new facility in Phoenix, Arizona. I cannot wait to see the energy and collaboration in that space. Kate and I are also about 60 percent finished with the Takt Steering and Control book, which we aim to complete by the end of September. The work has been challenging but inspiring, and I know it will give builders something they can implement right away. On top of that, LeanTakt continues to grow. We have more than 50 people now, our marketing is strong, our graphics are sharp, and our integrator visits have been a success. Life feels good, and I am grateful for the momentum.

Now, let’s talk about the heart of this blog. In traditional command and control systems, general contractors dictated schedules to subcontractors, leaving the trades to carry the load. They were not treated as true partners. They were handed a plan and told to make it work. Naturally, the results were poor, so the trades would throw away the schedule and fall back on what they knew best. The system failed them, but they still carried the project forward.

The lean community has tried to fix this problem, but here is where I think we have missed something. When we implement the Last Planner System without addressing the deeper issue, the responsibility still sits with the trades. If I ask them to build a weekly work plan from scratch, to create look-aheads without flow, and then to spend hours coordinating trade to trade without rhythm or oversight from the general contractor, I have not truly helped them. I have just given them more work to do. It looks collaborative, but the burden is the same.

Think about it. We went from commanding them through CPM schedules that never worked, to now handing them the responsibility of planning everything for us. In both cases, they do the heavy lifting while we fail to lead. That is not partnership. That is still imbalance.

The solution is not more delegation. The solution is for general contractors to do their job. When we host a pull plan, build a takt plan, and filter look-aheads and weekly work plans directly from that plan, then we have done our part. That is when we reduce waste, create rhythm, and truly collaborate as one team. Only then are we sharing the load rather than disguising it.

This is a mindset shift. Meetings, for example, should not be judged by their length but by whether they accomplished their purpose. A plus-delta should not be reduced to “what did you like or not like,” but instead should measure whether the meeting fulfilled its intent. The same goes for Last Planner. Its purpose is to enable trades to execute short-interval work and learn together in a respectful environment. It is not meant to transfer the general contractor’s responsibilities over the wall.

When we miss the purpose, we misuse the tool. When we hold the purpose, we elevate the industry. That is why I say it has always been on the trades. Until we as general contractors step up, own our role, and lead with takt and Last Planner together, the trades will continue to carry a load that was never theirs alone.

Key Takeaway

It has always been on the trades, whether through command and control or poorly applied collaboration. Only when general contractors step up with takt and Last Planner together do we finally share the load as one unified team.

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

Weaponized Incompetence

Read 10 min

Weaponized Incompetence and the Hidden Excuses in Construction

Welcome everyone. I am excited to share today’s thoughts because this one really matters to me. The topic is weaponized incompetence and how it shows up in our industry, along with a few related ideas that tie into the same theme. This is something I see often, and I believe we have to start calling it out if we want to move forward as an industry.

Before I get into it, I want to say how grateful I am for the feedback I get from so many of you. Recently, I received a message from a listener who told me he had read all of my books and that he is certain he will attend one of my trainings one day. That means the world to me. It fuels me to keep creating, keep training, and keep working toward elevating the entire construction industry.

Looking ahead, our training schedule will be more focused next year. We will host two Super PM Boot Camps, two Takt Production System courses, and two Last Planner System courses. The Takt and Last Planner courses will both be virtual. We are leaning toward larger groups but fewer sessions, simply because of the commitments we carry in running such a large organization and construction company at the same time. If you are thinking about joining us, do not wait when those opportunities open up.

Another exciting project I am pushing forward is creating a Takt Production System course for universities. I want students to have access to this knowledge early in their careers. We are working on designing a 13 to 15 module course that professors can easily use, complete with curriculum, pre-recorded videos, and our books. I would love for it to be free, though I need to check if that is feasible. Either way, the goal is to give universities the tools to teach takt properly. To make it happen, I am looking for about 12 people to take the course for free in short sessions and provide feedback. Their help will allow us to refine the content and prepare it for a university audience.

Now let’s get into today’s real topic. I typed into ChatGPT to get the most current definition of weaponized incompetence, and here is what it said. It is when someone intentionally underperforms a task in order to avoid doing it in the future. They may pretend they are incapable of completing it correctly so that someone else feels obligated to take over. This shifts the burden onto others while creating frustration and burnout.

I love that definition because it captures the manipulative nature of the behavior. It is not just a lack of skill. It is a choice. And it is something I see far too often in construction. For example, I have heard superintendents say they do not know how to use a computer, or they cannot learn how to schedule, or they do not know how to have a hard conversation, or they do not know how to keep a jobsite clean. That is not a lack of ability. That is weaponized incompetence. It is a manipulative way to push responsibilities onto someone else.

I want to be clear. I respect superintendents deeply. I have worked alongside many who are incredible. But when I hear repeated excuses that prevent accountability, it is frustrating because it holds all of us back. I have been told that supers cannot read books or cannot learn technology, but that is simply not true. They can, and many do. The problem is that we tolerate bad behavior from some who rely on weaponized incompetence.

This mindset shows up in other ways too. Think about CPM scheduling. People cling to CPM because it allows them to avoid responsibility. They can create a list of activities, put it into a chart, and call it a schedule, even though it will never guide real production. Trade partners will not use it, crews will not follow it, and accountability never sticks. It is weaponized incompetence in disguise. It is a way of saying I do not want to do the harder work of planning, collaborating, and leading, so I will hide behind this system instead.

Here is the truth. Anyone under 50 can learn how to use a computer. Anyone in our field can learn how to schedule properly, how to clean a jobsite, or how to implement takt or Last Planner. The skills are not the barrier. The barrier is whether or not someone wants to step up and stop using incompetence as a shield.

We need to hold each other to a higher standard. It is time to stop tolerating excuses and start expecting excellence. Elevating our industry requires leaders, builders, and tradespeople who are willing to learn, adapt, and grow. We do not have room for manipulation or for shifting the burden onto others.

Key Takeaway

Weaponized incompetence is not a lack of skill, it is a choice to avoid responsibility. If we stop tolerating excuses and start holding ourselves to a higher standard, our industry will elevate to where it truly needs to be.

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

    faq

    General Training Overview

    What construction leadership training programs does LeanTakt offer?
    LeanTakt offers Superintendent/PM Boot Camps, Virtual Takt Production System® Training, Onsite Takt Simulations, and Foreman & Field Engineer Training. Each program is tailored to different leadership levels in construction.
    Who should attend LeanTakt’s training programs?
    Superintendents, Project Managers, Foremen, Field Engineers, and trade partners who want to improve planning, communication, and execution on projects.
    How do these training programs improve project performance?
    They provide proven Lean and Takt systems that reduce chaos, improve reliability, strengthen collaboration, and accelerate project delivery.
    What makes LeanTakt’s training different from other construction courses?
    Our programs are hands-on, field-tested, and focused on practical application—not just classroom theory.
    Do I need prior Lean or takt planning experience to attend?
    No. Our programs cover foundational principles before moving into advanced applications.
    How quickly can I apply what I learn on real projects?
    Most participants begin applying new skills immediately, often the same week they complete the program.
    Are these trainings designed for both office and field leaders?
    Yes. We equip both project managers and superintendents with tools that connect field and office operations.
    What industries benefit most from LeanTakt training?
    Commercial, multifamily, residential, industrial, and infrastructure projects all benefit from flow-based planning.
    Do participants receive certificates after completing training?
    Yes. Every participant receives a LeanTakt Certificate of Completion.
    Is LeanTakt training recognized in the construction industry?
    Yes. Our programs are widely respected among leading GCs, subcontractors, and construction professionals.

    Superintendent / PM Boot Camp

    What is the Superintendent & Project Manager Boot Camp?
    It’s a 5-day immersive training for superintendents and PMs to master Lean leadership, takt planning, and project flow.
    How long does the Superintendent/PM Boot Camp last?
    Five full days of hands-on training.
    What topics are covered in the Boot Camp curriculum?
    Lean leadership, Takt Planning, logistics, daily planning, field-office communication, and team health.
    How does the Boot Camp improve leadership and scheduling skills?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    Who is the Boot Camp best suited for?
    Construction leaders responsible for delivering projects, including Superintendents, PMs, and Field Leaders.
    What real-world challenges are simulated during the Boot Camp?
    Schedule breakdowns, trade conflicts, logistics issues, and communication gaps.
    Will I learn Takt Planning at the Boot Camp?
    Yes. Takt Planning is a core focus of the Boot Camp.
    How does this Boot Camp compare to traditional PM certification?
    It’s practical and execution-based rather than exam-based. You learn by doing, not just studying theory.
    Can my entire project team attend the Boot Camp together?
    Yes. Teams attending together often see the greatest results.
    What kind of real-world challenges do we simulate?
    Improved project flow, fewer delays, better team communication, and stronger leadership confidence.

    Takt Production System® Virtual Training

    What is the Virtual Takt Production System® Training?
    It’s an expert-led online program that teaches Lean construction teams how to implement takt planning.
    How does virtual takt training work?
    Delivered online via live sessions, interactive discussions, and digital tools.
    What are the benefits of online takt planning training?
    Convenience, global accessibility, real-time learning, and immediate application.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    Can I access the virtual training from anywhere?
    Yes. It’s fully web-based and accessible worldwide.
    What skills will I gain from the Virtual TPS® Training?
    Macro and micro Takt planning, weekly updates, flow management, and CPM integration.
    How long does the virtual training program take?
    The program is typically completed in multiple live sessions across several days.
    Can I watch recordings if I miss a session?
    Yes. Recordings are available to all participants.
    Do you offer group access or company licenses for the virtual training?
    Yes. Teams and companies can enroll together at discounted rates.
    How does the Virtual TPS® Training integrate with CPM tools?
    We show how to align Takt with CPM schedules like Primavera P6 or MS Project.

    Onsite Takt Simulation

    What is a Takt Simulation in construction training?
    It’s a live, interactive workshop that demonstrates takt planning on-site.
    How does the Takt Simulation workshop work?
    Teams participate in hands-on exercises to learn the flow and rhythm of a Takt-based project.
    Can I choose between a 1-day or 2-day Takt Simulation?
    Yes. We offer flexible formats to fit your team’s schedule and needs.
    Who should participate in the Takt Simulation workshop?
    Superintendents, PMs, site supervisors, contractors, and engineers.
    How does a Takt Simulation improve project planning?
    It shows teams how to structure zones, manage flow, and coordinate trades in real time.
    What will my team learn from the onsite simulation?
    How to build and maintain takt plans, manage buffers, and align trade partners.
    Is the simulation tailored to my specific project type?
    Yes. Scenarios can be customized to match your project.
    How do Takt Simulations improve trade partner coordination?
    They strengthen collaboration by making handoffs visible and predictable.
    What results can I expect from an onsite Takt Simulation?
    Improved schedule reliability, better trade collaboration, and reduced rework.
    How many people can join a Takt Simulation session?
    Group sizes are flexible, but typically 15–30 participants per session.

    Foreman & Field Engineer Training

    What is Foreman & Field Engineer Training?
    It’s an on-demand, practical program that equips foremen and engineers with leadership and planning skills.
    How does this training prepare emerging leaders?
    By teaching communication, crew management, and execution strategies.
    Is the training on-demand or scheduled?
    On-demand, tailored to your team’s timing and needs.
    What skills do foremen and engineers gain from this training?
    Planning, safety leadership, coordination, and communication.
    How does the training improve communication between field and office?
    It builds shared systems that align superintendents, engineers, and managers.
    Can the training be customized for my team’s needs?
    Yes. Programs are tailored for your project or company.
    What makes this program different from generic leadership courses?
    It’s construction-specific, field-tested, and focused on real project application.
    How do foremen and field engineers apply this training immediately?
    They can use new systems for planning, coordination, and daily crew management right away.
    Is the training suitable for small construction companies?
    Yes. Small and large teams alike benefit from building flow-based leadership skills.

    Testimonials

    Testimonials

    "The bootcamp I was apart of was amazing. Its was great while it was happening but also had a very profound long-term motivation that is still pushing me to do more, be more. It sounds a little strange to say that a construction bootcamp changed my life, but it has. It has opened my eyes to many possibilities on how a project can be successfully run. It’s also provided some very positive ideas on how people can and should be treated in construction.

    I am a hungry person by nature, so it doesn’t take a lot to get to participate. I loved the way it was not just about participating, it was also about doing it with conviction, passion, humility and if it wasn’t portrayed that way you had to do it again."

    "It's great to be a part of a company that has similar values to my own, especially regarding how we treat our trade partners. The idea of "you gotta make them feel worse to make them do better" has been preached at me for years. I struggled with this as you will not find a single psychology textbook stating these beliefs. In fact it is quite the opposite, and causing conflict is a recipe for disaster. I'm still honestly in shock I have found a company that has based its values on scientific facts based on human nature. That along with the Takt scheduling system makes everything even better. I am happy to be a part of a change that has been long overdue in our industry!"

    "Wicked team building, so valuable for the forehumans of the sub trades to know the how and why. Great tools and resources. Even though I am involved and use the tools every day, I feel like everything is fresh and at the forefront to use"

    "Jason and his team did an incredible job passing on the overall theory of what they do. After 3 days of running through the course I cannot see any holes in their concept. It works. it's proven to work and I am on board!"

    "Loved the pull planning, Takt planning, and logistic model planning. Well thought out and professional"

    "The Super/PM Boot Camp was an excellent experience that furthered my understanding of Lean Practices. The collaboration, group involvement, passion about real project site experiences, and POSITIVE ENERGY. There are no dull moments when you head into this training. Jason and Mr. Montero were always on point and available to help in the break outs sessions. Easily approachable to talk too during breaks and YES, it was fun. I recommend this training for any PM or Superintendent that wants to further their career."

    agenda

    Day 1

    Foundations & Macro Planning

    day2

    Norm Planning & Flow Optimization

    day3

    Advanced Tools & Comparisons

    day4

    Buffers, Controls & Finalization

    day5

    Control Systems & Presentations

    faq

    UNDERSTANDING THE TRAINING

    What is the Virtual Takt Production System® Training by LeanTakt?
    It’s an expert-led online program designed to teach construction professionals how to implement Takt Planning to create flow, eliminate chaos, and align teams across the project lifecycle.
    Who should take the LeanTakt virtual training?
    This training is ideal for Superintendents, Project Managers, Engineers, Schedulers, Trade Partners, and Lean Champions looking to improve planning and execution.
    What topics are covered in the online Takt Production System® course?
    The course covers macro and micro Takt planning, zone creation, buffers, weekly updates, flow management, trade coordination, and integration with CPM tools.
    What makes LeanTakt’s virtual training different from other Lean construction courses?
    Unlike theory-based courses, this training is hands-on, practical, field-tested, and includes live coaching tailored to your actual projects.
    Do I get a certificate after completing the online training?
    Yes. Upon successful completion, participants receive a LeanTakt Certificate of Completion, which validates your knowledge and readiness to implement Takt.

    VALUE AND RESULTS

    What are the benefits of Takt Production System® training for my team?
    It helps teams eliminate bottlenecks, improve planning reliability, align trades, and reduce the chaos typically seen in traditional construction schedules.
    How much time and money can I save with Takt Planning?
    Many projects using Takt see 15–30% reductions in time and cost due to better coordination, fewer delays, and increased team accountability.
    What’s the ROI of virtual Takt training for construction teams?
    The ROI comes from faster project delivery, reduced rework, improved communication, and better resource utilization — often 10x the investment.
    Will this training reduce project delays or rework?
    Yes. By visualizing flow and aligning trades, Takt Planning reduces miscommunication and late handoffs — major causes of delay and rework.
    How soon can I expect to see results on my projects?
    Most teams report seeing improvement in coordination and productivity within the first 2–4 weeks of implementation.

    PLANNING AND SCHEDULING TOPICS

    What is Takt Planning and how is it used in construction?
    Takt Planning is a Lean scheduling method that creates flow by aligning work with time and space, using rhythm-based planning to coordinate teams and reduce waste.
    What’s the difference between macro and micro Takt plans?
    Macro Takt plans focus on the overall project flow and phase durations, while micro Takt plans break down detailed weekly tasks by zone and crew.
    Will I learn how to build a complete Takt plan from scratch?
    Yes. The training teaches you how to build both macro and micro Takt plans tailored to your project, including workflows, buffers, and sequencing.
    How do I update and maintain a Takt schedule each week?
    You’ll learn how to conduct weekly updates using lookaheads, trade feedback, zone progress, and digital tools to maintain schedule reliability.
    Can I integrate Takt Planning with CPM or Primavera P6?
    Yes. The training includes guidance on aligning Takt plans with CPM logic, showing how both systems can work together effectively.
    Will I have access to the instructors during the training?
    Yes. You’ll have opportunities to ask questions, share challenges, and get real-time feedback from LeanTakt coaches.
    Can I ask questions specific to my current project?
    Absolutely. In fact, we encourage it — the training is designed to help you apply Takt to your active jobs.
    Is support available after the training ends?
    Yes. You can access follow-up support, coaching, and community forums to help reinforce implementation.
    Can your tools be customized to my project or team?
    Yes. We offer customizable templates and implementation options to fit different project types, teams, and tech stacks.
    When is the best time in a project lifecycle to take this training?
    Ideally before or during preconstruction, but teams have seen success implementing it mid-project as well.

    APPLICATION & TEAM ADOPTION

    What changes does my team need to adopt Takt Planning?
    Teams must shift from reactive scheduling to proactive, flow-based planning with clear commitments, reliable handoffs, and a visual management mindset.
    Do I need any prior Lean or scheduling experience?
    No prior Lean experience is required. The course is structured to take you from foundational principles to advanced application.
    How long does it take for teams to adapt to Takt Planning?
    Most teams adapt within 2–6 weeks, depending on project size and how fully the system is adopted across roles.
    Can this training work for smaller companies or projects?
    Absolutely. Takt is scalable and especially powerful for small teams seeking better structure and predictability.
    What role do trade partners play in using Takt successfully?
    Trade partners are key collaborators. They help shape realistic flow, manage buffers, and provide feedback during weekly updates.

    VIRTUAL FORMAT & ACCESSIBILITY

    Can I access the virtual training from anywhere?
    Yes. The training is fully accessible online, making it ideal for distributed teams across regions or countries.
    Is this training available internationally?
    Yes. LeanTakt trains teams around the world and supports global implementations.
    Can I watch recordings if I miss a session?
    Yes. All sessions are recorded and made available for later viewing through your training portal.
    Do you offer group access or company licenses?
    Yes. Teams can enroll together at discounted rates, and we offer licenses for enterprise rollouts.
    What technology or setup do I need to join the virtual training?
    A reliable internet connection, webcam, Miro, Spreadsheets, and access to Zoom.

    faq

    GENERAL FAQS

    What is the Superintendent / PM Boot Camp?
    It’s a hands-on leadership training for Superintendents and Project Managers in the construction industry focused on Lean systems, planning, and communication.
    Who is this Boot Camp for?
    Construction professionals including Superintendents, Project Managers, Field Engineers, and Foremen looking to improve planning, leadership, and project flow.
    What makes this construction boot camp different?
    Real-world project simulations, expert coaching, Lean principles, team-based learning, and post-camp support — all built for field leaders.
    Is this just a seminar or classroom training?
    No. It’s a hands-on, immersive experience. You’ll plan, simulate, collaborate, and get feedback — not sit through lectures.
    What is the focus of the training?
    Leadership, project planning, communication, Lean systems, and integrating office-field coordination.

    CURRICULUM & OUTCOMES

    What topics are covered in the Boot Camp?
    Takt planning, day planning, logistics, pre-construction, team health, communication systems, and more.
    What is Takt Planning and why is it taught?
    Takt is a Lean planning method that creates flow and removes chaos. It helps teams deliver projects on time with less stress.
    Will I learn how to lead field teams more effectively?
    Yes. This boot camp focuses on real leadership challenges and gives you systems and strategies to lead high-performing teams.
    Do you cover daily huddles and meeting systems?
    Yes. You’ll learn how to run day huddles, team meetings, worker huddles, and Lean coordination processes.
    What kind of real-world challenges do we simulate?
    You’ll work through real project schedules, logistical constraints, leadership decisions, and field-office communication breakdowns.

    LOGISTICS & FORMAT

    Is the training in-person or virtual?
    It’s 100% in-person to maximize learning, feedback, and team-based interaction.
    How long is the Boot Camp?
    It runs for 5 full days.
    Where is the Boot Camp held?
    Locations vary — typically hosted in a professional training center or project setting. Contact us for the next available city/date.
    Do you offer follow-up coaching after the Boot Camp?
    Yes. Post-camp support is included so you can apply what you’ve learned on your projects.
    Can I ask questions about my actual project?
    Absolutely. That’s encouraged — bring your current challenges.

    PRICING & VALUE

    How much does the Boot Camp cost?
    $5,000 per person.
    Are there any group discounts?
    Yes — get 10% off when 4 or more people from the same company attend.
    What’s the ROI for sending my team?
    Better planning = fewer delays, smoother coordination, and higher team morale — all of which boost productivity and reduce costs.
    Will I see results immediately?
    Most participants apply what they’ve learned as soon as they return to the jobsite — especially with follow-up support.
    Can this replace other leadership training?
    In many cases, yes. This Boot Camp is tailored to construction professionals, unlike generic leadership seminars.

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

    What is the best leadership training for construction Superintendents?
    Our Boot Camp offers real-world, field-focused leadership training tailored for construction leaders.
    What’s included in a Superintendent Boot Camp?
    Takt planning, day planning, logistics, pre-construction systems, huddles, simulations, and more.
    Where can I find Lean construction training near me?
    Check our upcoming in-person sessions or request a private boot camp in your city.
    How can I improve field and office communication on a project?
    This Boot Camp teaches you tools and systems to connect field and office workflows seamlessly.
    Is there a training to help reduce chaos on construction sites?
    Yes — this program is built specifically to turn project chaos into flow through structured leadership.

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    Day 3

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    Day 4

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    Day 5

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