2 Needed Corrections

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 6 min

Clearing Up Misconceptions

Today I want to clear up two misconceptions I’ve been seeing in our industry. These are important, because when left unchecked, they can weaken teams, put people at risk, and mislead well-intentioned professionals.

Before I dive in, I want to pause. I received a heartfelt message from a listener whose son recently passed away at just 38, leaving behind a wife and three young daughters. He loved this blog, loved learning, and loved building people. My heart goes out to that family. Moments like these remind me why we do what we do: to improve lives, to build people, and to make sure everyone goes home safe.

Now, let’s get into the two misconceptions I want to address.

1. Safety Professionals Are Not Just Advisors

I came across a statement that horrified me: someone claimed, “I am a safety professional. I’m not a police officer. I don’t write citations. My job is to advise, not enforce.”

Let’s be clear: safety professionals are not consultants. They don’t just “advise.” Their role is to prevent incidents, correct bad behavior, and hold the line when it comes to safety.

Yes, communication matters. Yes, a positive attitude matters. But if someone violates a safety rule, you don’t simply suggest that they reconsider, you act. You intervene. You remove people from unsafe situations. Safety leadership is about preparing, preventing, coaching, and holding people accountable. Anything less is a betrayal of our responsibility to send every worker home safe.

A true safety professional says: “I will prevent incidents where possible. I will prepare and coach. But when necessary, I will draw a hard line. My job is to ensure no unsafe behavior is tolerated, ever.”

That’s the standard we need.

2. The Myth of “Overplanning”

Another misconception came from a management post claiming: “More planning doesn’t reduce risk, it just shifts it.”

That is categorically false. Proper planning absolutely reduces risk.

The confusion comes from lumping together rigid CPM-style planning with effective planning methods like Takt, Last Planner, and Scrum. CPM focuses on locking in baselines and micromanaging every possible outcome. That rigidity often fails.

But proper planning, the Pixar method of creating multiple options, anticipating challenges, and preparing flexible pathways, eliminates risk, builds reliability, and sets projects up for success.

In construction, we’re not John Wick or the Equalizer. We can’t wing it. We’re not in the business of firefighting, we’re in the business of preparing. Good planning isn’t overplanning. It’s the foundation of safe, consistent, and reliable execution.

Key Takeaway

Safety is not about soft suggestions, it’s about firm accountability. And planning is not about rigidity, it’s about flexibility and foresight. When we misunderstand either, we put our teams and projects at risk.

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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

The “Fearful”

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 6 min

The Fearful

In this blog, I am going to talk about “the fearful”.

I hope you are doing well and staying safe out there. I have been dealing with this topic a lot recently, and I want to share some thoughts with you.

First, some feedback I received: someone wrote to me about how much they appreciate the training materials, videos, and mentoring resources we provide. They said our videos were like a free college course they could revisit over and over again. Hearing that makes me grateful, because the goal has always been to equip people with tools they can actually use to grow themselves and elevate their teams.

Now onto today’s topic. This may come across strongly, but it’s important. People who are consistently fearful in your organization are not necessarily the most dangerous, but they are some of the most dangerous. Let me explain.

We all have fragile egos. Some of us avoid mistakes and excuses because of fear. Some learn and grow. Some take control. Others are to blame. The difference is that fear, when it becomes someone’s consistent mode of operation, creates avoidance, excuses, blame, withdrawal, procrastination, and hiding from responsibility.

Fearful people tend to worry excessively, seek constant reassurance, catastrophize small problems, and freeze under pressure. This isn’t just inconvenient, it’s dangerous. They withhold information, disconnect from teams, fail to act, and when safety is at stake, this becomes critical.

I have seen both sides. In my own career, when I was new at DPR, I had to snap out of fear or I would have failed. Some tough words from mentors helped me stand tall and push through. But I’ve also seen people who retreat further when confronted. Coaching, therapy, and support can help, but if someone cannot step out of fear, we must at least put them in roles where they do not endanger the team.

This is not about discarding people. It is about recognizing that consistent fear-driven behavior undermines transparency, safety, and teamwork. If we want strong teams, we must learn how to support people in moving past fear while ensuring that their behavior doesn’t paralyze the group.

Fearful people will hurt you if left unchecked. The challenge for us as leaders is to help them, coach them, and place them wisely.

On we go.

Key Takeaway
Fear-driven behavior creates excuses, avoidance, and hidden risks. Leaders must support people in overcoming fear while ensuring they are not in roles where their paralysis and lack of transparency can harm the team.

If you want to learn more we have:

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On we go

I Love Taylor Swift. Why Don’t You?

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 5 min

Be careful. Don’t keep reading unless you really want to hear what I have to say. In this blog, I’m going to talk to you about Taylor Swift.

If you’re not already offended at me, you will definitely be after this entry or maybe we’ll have an expanding mind moment where we connect and help each other.

Taylor Swift has been booed at games, criticized for being herself, and labeled by people who think it’s cool to hate. To me, that’s a reflection of the broader negativity that’s been growing since Trump’s election.

I want to be honest when I think about Taylor Swift, I don’t think about her as a celebrity or an idol. I think of her like family. She’s a good human being, a source of hope, and an example of how to live with courage, creativity, and authenticity.

The point isn’t whether you like her music, it’s about what she represents: self-expression, resilience, feminism, LGBTQ+ rights, philanthropy, and independence. These are values worth fighting for, not mocking. And yet, in politics and culture, people are told to be afraid and to blame others for their problems. That’s the same old playbook: make people fearful, and then tell them who to hate.

But here’s the truth: you cannot live a small, fearful life at home and expect to build great teams at work.

If you put down women, Mexicans, or the LGBTQ+ community in politics, how can you respect them on the job site? You can’t. Leadership and respect are not compartmentalised. They either shape your whole life, or they don’t exist at all.

So, where do you stand? I’m proud to love and support women, Mexicans, Canadians, LGBTQ+ communities, and anyone who is fighting for their rights. I’m proud to admire Taylor Swift because she stands for what’s good. And I’m proud to keep elevating people instead of putting them down. That’s what Elevate Construction is, and will always be, about.

Key Takeaway

True leadership is about lifting people up, not tearing them down. If we believe in respect, equity, and inclusion at work, we must live those values everywhere else. Taylor Swift reminds me that hope, courage, and kindness are stronger than fear.

If you want to learn more we have:

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On we go

The Remaining Buffer Ratio

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 7 min

The Remaining Buffer Ratio

In this blog, I want to talk about something that I just realized was amazing about the remaining buffer ratio. I want to tell you a story about how this metric really struck me as powerful and how it can help us finish projects on time.

We are going to cover what the remaining buffer ratio is and why it is so crucial to your project.

First, a quick update. Lean build is going really well. We just went out to bid for electrical, and we are getting back most of our site work and structural bids soon. I am excited about those and about the project overall. We also have some new videos coming out showcasing what we are doing, and things are moving forward with new carpenter candidates as well.

Now let’s get into the main topic. The remaining buffer ratio is fantastic. Let me describe it.

The remaining buffer ratio compares how many buffers you should have used by now to how many you have actually used. The calculation is simple. You take the number of buffers used divided by the total, then compare that against how many you should have used divided by the total. Dividing those two gives you a single number.

For example, if a project has 10 buffers total and you should have used 5 but only used 4, the ratio is 0.5 divided by 0.4, which equals 1.25. That means you have more buffers remaining than expected. If the ratio ever falls below 1, that means you are burning through your buffers too quickly.

This is powerful because it shows whether you are ahead or behind in buffer usage. A number above 1 means you are safe. A number below 1 means you are slipping.

Kevin took this concept even further by turning it into a visual tool. On the top line, he showed how many buffers you should have used, and on the bottom line, he showed how many you actually used. This makes it instantly clear whether you are positive or negative.

I had an experience where I saw a negative percentage on Kevin’s tracker. My first reaction was panic. I thought, “We are out of buffers.” But the team corrected me. We actually still had 14 buffers left. The red indicator was not saying we were out of buffers, it was signaling us to take action early. That completely changed my perspective.

This is the genius of the remaining buffer ratio. It triggers the team to act before it is too late. Instead of panicking when buffers are gone, you get a warning when you are trending in the wrong direction while you still have room to adjust. That way, recovery is possible without desperation.

The remaining buffer ratio and Kevin’s visual buffer tracker keep the team ahead of problems, not chasing them. They provide a simple number and a clear visualization that protects the project schedule.

On we go.

Key Takeaway

I realized that the remaining buffer ratio is more than just a number. It is a safeguard that tells us when to act before it is too late, giving us confidence to stay focused and finish projects on time.

If you want to learn more we have:

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On we go

The Inspired Thoughts

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 8 min

Three Bursts of Insight

Welcome everyone, I hope you are doing well and staying safe out there. In this blog, I want to share three insights that have been on my mind recently. None of them on their own may be big enough for a full post, but together they pack a punch.

Before we dive in, I want to share a quick note I received:

Dear Jason, I sincerely appreciate your valuable insights and educational content. I recently stepped into the role of MEP superintendent, but my experience in this position is somewhat limited. I’m eager to enhance my knowledge and perform at my best. If you could recommend materials or resources to help me get up to speed, I would be truly grateful.

Here’s my advice: there really isn’t a single book that will make you a great MEP superintendent. Instead, focus on leadership and relationships. Read Extreme Ownership by Jocko Willink and How to Win Friends and Influence People by Dale Carnegie. Learn how to ask questions and partner with your MEP trades.

It’s not about being the technical expert, it’s about building the team, simplifying the mission, prioritizing work, and decentralizing command. When I was in that role, I focused on relationships with utilities, mechanical, electrical, plumbing, fire sprinklers, concrete, and framing contractors. Together we visualized the work, planned the sequence, and stayed aligned. I wasn’t the smartest person in the room, I was the rhythm keeper. And that’s what makes an effective MEP superintendent.

Now, on to the three insights.

1. You must earn what you want

I’ve realized that what bothers me most about certain people is when they want things they haven’t earned. Over the years I’ve seen employees ask for promotions, perks, or recognition without putting in the effort. It always rubbed me the wrong way.

Contrast that with someone who is working hard, growing, and then asks for training. In that case, I’ll send them to two trainings, not just one. The difference is effort.

The universal law is this: you can only take what you are willing to give. You can only receive what you are willing to work for. Whether it’s a house, a marriage, a business, or a role on a team, everything requires effort.

2. You don’t work hard because it makes sense, you work hard because that’s how it works

Some people hesitate to put in effort because they can’t see the immediate payoff. They’ll say, “Why should I do this? It doesn’t make sense. The pay isn’t enough. There’s no guarantee.”

That’s the wrong mindset. You don’t work hard because the return is obvious. You work hard because that’s how life works. The universe rewards consistent effort.

This doesn’t mean working blindly or being foolish, it means humbly giving your best to whatever is in front of you. I’ve always worked hard, whether it was sweeping a jobsite, planning a project, recording a podcast, or writing a book. That consistent effort has created more opportunities than I can count.

3. Getting a job is like breaking into a building

Recently, I spoke with a military veteran struggling to get hired in construction. I told him: getting a job is like breaking into a building. If the front door doesn’t open, try the back. If that doesn’t work, try calling ahead, showing up as a delivery driver, or coming in as an intern. Keep trying different ways until you get in.

The truth is, construction doesn’t have a people shortage, it has a training shortage. Companies are too picky and only want experienced hires, but few are willing to train. If you’re hungry, persistent, and willing to put in the work, you will find your way in. Once you do, you can go as far as you want.

Key Takeaway

Earn what you want, work hard even when it doesn’t make sense, and keep pushing until you get in the door. That combination will take you further than any shortcut ever could.

If you want to learn more we have:

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On we go

Responses to Joel Hamilton

Posted on August 19, 2025August 19, 2025 by Danny Jiménez⁩

Read 7 min

Responding to Joel Hamilton

I recently got some fantastic feedback and questions from my buddy Joel Hamilton, and I want to share my responses here. Joel always brings deep, critical thinking to lean and construction conversations, and I respect him greatly.

Before I dive in, quick side note: I probably shouldn’t blog right after working out because I’m a little out of breath from push-ups, jumping jacks, and lat pull-downs. But hey, we push through.

How fast should we implement radical change?

Joel asked how fast we should roll out radical change. In his experience, coming in too hot backfired, but going too slow killed momentum. My take? It’s not about speed. It’s about culture.

If you are in a culture where change is expected, embraced, and rewarded, you can move fast. If you are in a complacent culture, every attempt at change will be resisted. It is not really about the pace of change, it is about the people who will go with you and the ones who will not.

In our company, Elevate, LeanTakt, and LeanBuilt, we embrace change. It typically takes about six months for the team to adopt, but we move fast, and anyone resisting change is eventually confronted. The result is that clients who come back after a year see a totally transformed company.

Breaking large projects into smaller projects

Joel pointed out that while breaking projects into smaller parts helps, it can create coordination issues. My answer: leadership and systems matter.

On major projects, you need a war room where executives live and breathe the program master schedule, interfaces, and balancing labor. Without that, coordination breaks down. I have seen it work beautifully when leadership tracks flow across all sections of a job. Poor leadership, however, causes the breakdown Joel described.

Bradley vs. Patton leadership styles

Joel suggested that a senior superintendent is more like General Omar Bradley than General Patton. Bradley managed the chessboard, while Patton was the fighter on the field.

I admit I have an egoic pain here because I am a huge Patton fan. But Bradley’s style, focused on preserving men and orchestrating big-picture strategy, is worth studying. I have bought his biography and plan to dive deep.

Aligning TAC plans with missing wagons

Joel asked about aligning TAC plans when not all subcontractors carry through every phase. My answer is that there is not one perfect solution.

Options include backlog work, remobilizing crews, buying out additional crews, or adjusting flow with the team. The brilliance of TAC is that it reveals the gaps. It does not solve them. The real value is that you and your trade partners can see the problem early and collaboratively choose the best solution.

Wrapping up

Joel, I appreciate your thoughtful questions. You have been a huge supporter of Elevate and have helped sharpen our thinking over the years. I hope my answers honor the depth of your comments. Thank you for continuing to push the conversation forward.

Key Takeaway

The speed of change is not the issue. The culture is. In a culture that expects and rewards change, you can move fast. In a complacent one, every step will be resisted.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

We Will NOT Save You, But We Will Help You Save Yourself

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 9 min

Saving People the Right Way: Helping Teams Save Themselves

In this blog, I am going to talk about saving people. Stay with us.

This is the Elevate Construction Blog delivering remarkable content for workers, leaders, and companies in construction who want to take their next step. Get ready to step out of your comfort zone with me as I encourage you to do better, live a remarkable life, and expect more.

Sorry, I am a little behind but I will get caught up here for just a bit and stay with you. I love doing these blogs with you. I love, love, love it.

I have news on the LeanTakt project that we have been keeping up to date with. Everything is intact and I will tell you what, it is easier than Excel for me now. It is so good. I absolutely love it. When you export you can see the whole schedule. It has a look ahead export, a weekly work plan export, all the things we need. We are switching to it completely as a company. I love where everything is headed.

Listener Feedback

I want to share some listener feedback.

Hi Jason, I wanted to reach out and express how much I appreciate all the training materials you provide through your videos, books, and website. I found them incredibly valuable and have used them to help develop my foremen and superintendents, supporting their growth and the success of our team.

Now that I am officially a field training facilitator, I am eager to incorporate more of what you teach into a professional setting. I frequently recommend your blogs and share your work with others, ensuring they know about Jason Schroeder and Elevate Construction. I also believe your content could add significant value to our field leadership, and I would love to present it to upper management for consideration. However, I want to be respectful of your intellectual property and avoid any issues down the line. What can I do to ensure I am giving you proper credit and not unintentionally misusing any of your material in my training? Thanks again for all the amazing content you create. The answer I gave him was simple. Use it. Keep our logo there and give us proper credit so that people know where to get the source information, and we are good to go. Use it. I love that.

Shoutout to the Wolf

Now let me get into today’s content. I want to give a shout out to Ana Luisa Perez Mayorkin, who we call the Wolf La Lova in Spanish. She has done some really amazing things. She took the time to actually learn every tool and the principle behind it, step by step. She would learn the tool, put it in her tool belt, and then repeat the process. Over time, she became one of the best. She knows takt planning, Last Planner, Scrum, the Jocko Willink Extreme Ownership framework, and the IPCS. She is now a director at Elevate. Her role is to make sure we are on brand, that we are sharing, and that we are delivering. If a client project starts to show warning signs, we host wolf meetings. She steps in to help, but here is the key. She will not save them. She helps them save themselves. The worst thing you can do is swoop in and solve problems for a team. That creates dependency and destroys ownership. Instead, we open a red card, track it, and the team agrees on next steps. They execute their own recovery plan. She facilitates, but they do the work. We have to avoid the savior mentality. Real leadership is about empowerment. The team must recover in a way that leaves them stronger, more confident, and more capable next time. That is how culture shifts and how growth happens.

Remember this: we will not save you, but we will help you save yourself.

I hope you have enjoyed this blog. On we go. Please join us next time as we continue elevating the entire construction experience for workers, leaders, and companies coast to coast. If you are enjoying the show, share it with your colleagues, and help us spread the word by rating, subscribing, and leaving a review on your favorite blog platform.

Key Takeaway:

Leaders should never fall into the trap of saving their teams. The real win is helping people take ownership, recover on their own, and grow stronger for the next challenge.

If you want to learn more we have:

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On we go

Failure to Start, Check-in, and Win!

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 6 min

Failure to Launch: Why Fear of Starting and Checking In Holds Us Back

In this blog, I am going to talk about failure to launch.

Feedback That Fuels the Mission

I recently received feedback from a listener who shared how Elevating Construction Superintendents has impacted not just his work, but also his life. He mentioned how projects he’s worked on, apartment complexes, tilt-ups, hotels, were messy, disorganized, and behind schedule. Yet, he could see how the principles from the book and podcast might have changed the outcomes. Even when morale was low, he wanted to stay and be part of the solution.

This type of feedback is powerful. It highlights how much people crave projects that succeed and leaders who help them succeed.

A Lesson from the Field

I want to give a shoutout to two organizations:

Hensel Phelps: where field engineers are trained to create lift drawings in Revit, Tekla, and AutoCAD. It takes them months to build confidence, but the training develops them deeply.
SunTech Concrete in Arizona: where detailers can produce the same lift drawings in a single day. The expectation there is speed and precision, it’s just the culture.

The point? Different environments have different paces. But regardless of culture, one thing can drag performance down everywhere: failure to launch.

What Is “Failure to Launch”?

It’s the fear of starting and the fear of checking in.

Fear of starting: The individual avoids action because they don’t want to look unprepared. Instead of asking for help, they stall.
Fear of checking in: Work begins, but progress isn’t shared because the person wants it to be “perfect.” Weeks go by before feedback arrives—by then, the work usually needs heavy rework.

This creates a vicious cycle: delay → fear → rework → more fear → more delay.

The Antidote

The cure is simple: ask, check in, and iterate.

Get a mentor.
Ask questions early.
Share progress before it’s “done.”
Accept feedback as fuel, not criticism.

Even after 26+ years in construction, I still ask experts constantly. Lawyers, insurance brokers, trade partners, you name it. If I still check in and ask questions, why wouldn’t someone just start out?

The truth is this: confidence and speed don’t come from waiting until you “know it all.” They come from launching, checking in, and learning along the way.

Key Takeaway

Failure to launch is the hidden killer of progress. Don’t fear starting. Don’t fear checking in. Get help, get feedback, and prevent rework, because speed and confidence come from iteration, not perfection.

If you want to learn more we have:

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On we go

Waiting

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 5 min

Stop Waiting and Start Building: The First Rule of Great Superintendents

I recently received some inspiring feedback from a college student who shared how Elevating Construction Superintendents impacted his perspective on leadership. He realized that being a superintendent is not just about managing a jobsite but about studying people, communication, and prioritization. Messages like this reinforce the importance of focusing on people first in construction.

Now let us talk about today’s topic. I hate the phrase “we are waiting.” Waiting on drawings. Waiting on emails. Waiting on Power BI. Waiting on an NTP. Waiting on financial releases. Waiting on decisions. It is the single most dangerous habit in construction.

General Patton once said, “A good plan violently executed today is better than a perfect plan next week.” The same is true for construction. A superintendent cannot afford to wait. If you do not have drawings, you can still plan from a napkin sketch. If you do not have a full set of specs, you can still create a procurement log with research or even use AI tools to get long-lead items identified. If you do not have a financial release, you can negotiate an early one or prepare your plan so you are ready the moment you get it.

Waiting kills momentum. It kills schedules. It kills projects. The first rule of being a superintendent is that we do not wait. That does not mean pushing people. It means planning, driving, and advancing the project through preparation and foresight.

Large contractors often fail on massive jobs because too many people are waiting. They wait on design. They wait on staff. They wait on procurement. They wait to move utilities. And then they start the project without a plan, which guarantees failure. The truth is simple. If you start without a plan because you waited, you will fail. That is not a guess. That is a historical fact.

Superintendents are not waiters. We advance. We prepare. We learn the project inside out and push the work forward through strategy and execution.

Key Takeaway
The first rule of being a superintendent is this: never wait. A good plan executed today will always beat a perfect plan delayed until tomorrow.

If you want to learn more we have:

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On we go

How Morning Worker Huddles Create Fast Change

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 5 min

Daily Huddles: The Key to Fast Change on Construction Projects

In this blog, I am going to talk about how daily huddles mean fast change.

I hope you are doing well and staying safe out there.

Let me start with some great feedback. One reader recently shared how much they enjoyed Elevating Construction Superintendents. They even bought 15 copies for their supers and project management staff so they could align expectations, train new team members, and spark the same energy they experienced. It is feedback like this that makes the work worthwhile.

Now let us get into the topic.

Daily huddles. The system I use has four parts: an afternoon foreman huddle to plan the next day, an all-hands morning worker huddle to connect and communicate, crew preparation huddles for the details, and team daily huddles to remove roadblocks. These create a rhythm where information flows quickly and clearly.

The key revelation is this: daily huddles allow for immediate feedback and fast change. Whether it is a change in delivery routes, blocked access, sequence adjustments, or a shift in concrete placement times, you can communicate it to everyone within hours instead of days or weeks. Without daily huddles, scaling change is painfully slow. With them, you have a reliable system to keep the entire team aligned.

Think of it like an old hotel shower. Without daily huddles, you wait minutes for the water temperature to adjust, never quite getting it right. With daily huddles, the adjustments happen immediately and consistently, so the flow stays balanced.

This cycle of afternoon planning, morning alignment, and real-time feedback loops helps projects run smoothly, teams stay informed, and changes scale at remarkable speed.

Key Takeaway
Daily huddles transform how fast you can scale change. By creating immediate feedback loops, they prevent confusion, eliminate delays, and keep everyone moving in sync.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

1. Safety Professionals Are Not Just Advisors

2. The Myth of “Overplanning”

Key Takeaway

The Fearful

Key Takeaway

The Remaining Buffer Ratio

Key Takeaway

Three Bursts of Insight

1. You must earn what you want

2. You don’t work hard because it makes sense, you work hard because that’s how it works

3. Getting a job is like breaking into a building

Key Takeaway

Responding to Joel Hamilton

How fast should we implement radical change?

Breaking large projects into smaller projects

Bradley vs. Patton leadership styles

Aligning TAC plans with missing wagons

Wrapping up

Key Takeaway

Failure to Launch: Why Fear of Starting and Checking In Holds Us Back

Feedback That Fuels the Mission

A Lesson from the Field

What Is “Failure to Launch”?

The Antidote

Key Takeaway

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