Uncategorized Archives - Page 40 of 104

Framing & Concrete Crews Must Get in Rhythm

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Framers and Concrete Crews, It’s Time to Stop the Madness and Get in Flow

If you’ve worked on a construction site recently, there’s a good chance you’ve heard this from a framing or concrete crew:
“We need the whole floor.”
“We can’t break this up.”
“We have to take the entire zone.”

Let’s stop the madness:

This growing trend of trade partners especially framers and concrete contractors demanding full control over massive areas of the project is killing flow, crushing collaboration, and slowing everything down.

Here’s the truth, larger zones do not equal better productivity. Sure, it might seem more convenient for one trade, but it destroys efficiency at the project level. When one trade takes over massive areas, it stages in other trades’ work zones, blocks sequencing, and slows overall throughput.

We’ve seen it over and over again. A project starts picking up momentum teams are coordinated, logistics are tight, and flow is solid until the framing or concrete crew refuses to cooperate with the plan. And then the friction begins.

Case in point:

A hospital expansion we supported had a basement the size of three football fields. And the concrete super claimed there was no room to split the zone. Really? We’ve seen high-rises go up with tight alley access and downtown basements dug out in boxed-in urban spaces. Marine and space construction? They make it happen with no space. What’s stopping us? Mental laziness. Or worse, a refusal to adapt.

This isn’t an attack it’s a wake-up call. I love our trade partners. They carry these jobs across the finish line despite some ridiculous roadblocks from GCs. But this one’s on them, demanding full control of massive work areas is not a winning strategy.

Here’s what we need instead:

Break large zones into manageable flow units.
Let other trades start behind you with proper buffer.
Get creative with layout, shoring, batching, and material flow.
Stop seeing the whole site as your personal workspace.
Collaborate like steel contractors do with plans, prefab, sequencing, and respect for flow.

This is about optimizing the whole project, not maximizing one trade’s comfort zone. We’re not building monuments to your scope we’re building together.

The challenge is simple,

Framers and concrete crews, it’s time to think like builders, not bulldozers. Let’s get in rhythm, respect the plan, and move the industry forward.

Key Takeaway
Framers and concrete crews must stop demanding full control over large areas and start working in flow with the rest of the project team. Smaller zones, strategic sequencing, and collaboration across trades will lead to faster, more efficient, and more successful projects.

If you want to learn more we have:

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

Discover Jason’s Expertise:

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

On we go

Things That Won’t Change

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Culture Eats Strategy. Things That Won’t Change (And What to Do About It)

There are lessons in construction leadership that hit hard once you hear them but we rarely talk about them openly. One of the biggest? Some things just won’t change, no matter how good your strategy is. And if you don’t account for that, you’ll burn out fast.

Culture vs. Strategy: Why We Keep Banging Our Heads Against the Wall

Let me give you a real example. I once watched a preconstruction team completely refuse to do early material coordination. They had the time, they had the information, but they wouldn’t act. Tile, switchgear, lighting none of it got ordered. Why?

Because “that’s not our job.”

This wasn’t about logic or bandwidth. It was about culture. These folks were conditioned by habit, pride, and past experience. So instead of placing the order, they punted the work downstream… to a team that didn’t even exist yet.

This is where I always come back to the phrase:
“Culture eats strategy for breakfast.”

You can roll out the best strategy in the world TAKT, Lean, Last Planner but if you ignore the cultural wiring of your team, it’s not going to stick.

You Can’t Change Nature

This isn’t a knock on anyone. It’s just the reality of human behavior.

Try asking a team raised in secrecy to be radically transparent. Not going to happen overnight.
Ask a crew trained to avoid conflict to challenge each other in meetings? Good luck.
Expect Americans who were raised to value independence to self-police without external accountability? You better have strong systems in place.

These aren’t flaws they’re traits. And the sooner we stop fighting them, the more effective we become.

So What Do We Do?

Here’s the shift:
Don’t force culture to adapt to your strategy. Design your strategy around the culture.

Ask yourself: What will actually work with this team? Then build from there.

Some practical moves I’ve seen work:

Hire your project team earlier if precon won’t plan for materials.
Give them an intern to handle the “button-clicking” tasks they resist.
Outsource certain functions to sidestep cultural blocks.
Create systems with built-in external accountability especially in cultures that resist internal policing.
Layer your systems into the natural rhythms people already follow.

You don’t fight nature. You partner with it.

Final Thought: Move the Rock, Don’t Push It Uphill

Some parts of culture and personality just won’t budge not the way you hope, anyway. Great leaders aren’t the ones who push harder. They’re the ones who notice what won’t change… and still find a way to move forward.

We can’t bulldoze behavior. But we can build around it.

Key Takeaway:
Culture always wins. If you want your strategy to succeed, stop trying to change people. Instead, design your systems to fit the people. That’s where real leadership lives.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Dealing with People IS YOUR JOB!

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Treating People Well Is Part of the Job And Why You Shouldn’t Chase the Big Project

I want to get real for a moment about two things we don’t talk about enough in construction: how we treat people is part of the job, and chasing big projects won’t always get you where you want to go.

Respect Is a Skill. Master It.

Let’s be honest being technically good at what you do isn’t enough. I don’t care if you’re a PM, superintendent, designer, or inspector. If you don’t know how to treat people with respect, you’re not leading you’re either managing or doing damage.

I’ve seen it all:

The PM who talks down to trade partners
The designer who treats field teams like they’re beneath them
The superintendent who throws a hard hat instead of having a conversation
Field leaders who ignore their teams or belittle their efforts

And it doesn’t just happen on the jobsite. I once went in for a heart specialist appointment, and the doctor completely dismissed me for also seeing a naturopath. The whole visit was toxic, judgmental, and ultimately unhelpful.

I went in for health and left demoralized.

Why does this matter in construction? Because we do the same thing to each other. When we bulldoze conversations, dismiss people’s perspectives, or lead through fear, we erode trust and destroy collaboration.

If you want to lead a crew, learn to say please and thank you. Be kind. Be clear. Be present. If you want to scale a team, learn to listen. Learn to include. Learn to connect.

How we treat people is part of the job.

Stop Chasing Big for the Sake of Big

I used to obsess over big projects. I wanted to work on the $250M hospitals, the billion-dollar campuses, the mega-programs with all the prestige. But every time I got close, something would block it. At the time, I was frustrated. Now? I’m grateful.

I’ve seen more great builders chewed up and spit out by mega-projects than anywhere else.

Big projects look glamorous, but behind the scenes, they’re often political, unstable, and driven more by ego than by team care. They lose the intimacy and clarity that smaller projects thrive on.

Here’s the truth:

The most noble thing you can do is run a $5M–$150M project with excellence, stability, and flow.

It’s not about size. It’s about quality.

Final Thoughts

The big doesn’t make you better. Being good to people does. Delivering stability does. Showing up with purpose does.

Key Takeaway:
Treating people with dignity isn’t optional it’s foundational. And chasing massive projects won’t automatically elevate your career. The real power of leadership shows up not in how big your job trailer is, but in how you show up for your people.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Training for Foremen

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Leading When You’re New and Training Where It Matters

In today’s blog, I want to talk about two things that often get overlooked on construction projects leading when you’re the new person on a seasoned team, and training your field leaders to actually use the systems you’ve worked so hard to implement.

Leading as the New PM on a Mega Project

A listener recently reached out and asked, “What do I do when I’m stepping into a huge project, and everyone already knows more than I do?”

That’s real. I’ve been there.

Let’s say you’re the new project manager on a $300 million job, and even the field engineers have been there longer than you. It’s easy to feel like you’re behind or tempted to come in and assert control. But the truth is, that never works.

Here’s what I suggest lead with humility and clarity.

In your next team meeting, ask for 10 minutes and say something like this:

“Hey everyone, I’m new to the team. I know you all have way more experience with this job than I do. I’ve been asked to be the project manager, but I don’t want to disrupt what’s already working. I don’t want to step on toes. I just want to support you. Can you tell me what you think my role should be and what you’d count on me for?”

What that does is powerful. It opens the door to trust. It invites collaboration. It gives people ownership in your role. And when people help define your role, they’ll support you in it.

Is It a System Failure or a Training Gap?

Let me shift gears.

I was recently reflecting on a massive $300 million industrial project I supported an alumina refinery in the Amazon. We were using all the advanced systems: IPD, BIM, AWP, the Last Planner System. Weekly work planning was above 90% reliable. Sounds great, right?

But when we looked closer, full pull planning wasn’t working the way it should.

At first, it felt like the system was broken. But after a few Kaizen sessions and a lot of honest conversations, we realized something important:

It wasn’t the system that was failing it was the lack of training.

Our foremen and supervisors weren’t fully prepared in areas like:

Pre-task planning
Tool management
Drawing interpretation
Using 3D models effectively

So we made a shift. We started implementing structured foreman training based on principles from my book Elevating Construction Foremen. And let me tell you, that changed everything.

Companies like High Street and P1 Group have already proven this works. Their training programs give foremen practical tools in flow, sequencing, leveling, layout, coordination, and resource allocation things we assume they know, but often haven’t been taught.

And now at LeanTakt, we’re preparing a Lean Belt initiative where we’ll offer on-site foreman training every three months, with hands-on coaching and personalized feedback.

Because here’s the truth:

You can roll out the best systems in the world, but if you’re not training the people using them, you’ll never get full value.

Key Takeaway:
You don’t need all the answers on day one you just need the humility to listen and the courage to lead with intention. And if you’re implementing advanced systems, remember: it’s not about the tool, it’s about the team. Train your foremen to build flow, and everything else will follow.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Makes a Great Builder? – Jake & Jason

Posted on August 6, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Building with Heart: A Conversation with Jake Smalley

In one of the most meaningful conversations I’ve had on the blog, I got the chance to reconnect with my longtime friend and fellow builder, Jake Smalley. Jake isn’t just a great superintendent he’s a man with heart, wisdom, and lived experience that reminds us what truly matters in construction.

Jake works as a healthcare superintendent in Tucson, Arizona. He’s passionate about solving complex problems in active hospital environments. But what really brought it home for him and for all of us listening was the moment his own daughter needed emergency medical care in a facility he had helped build.

He walked into an MRI suite, carrying his sick daughter in his arms the same suite he had managed just months earlier. That’s when it hit him: this work is real. This work is personal. And it matters.

Jake’s daughter was diagnosed with Kawasaki disease, a rare condition that shook his family. But the team that supported him the same team he had worked alongside in that hospital stood by him in ways he’ll never forget. It was a full-circle moment. One that reminded us: what we build touches lives.

We laughed, we got emotional, and we went deep. Jake also opened up about his personal transformation how he lost over 180 pounds and is now training for a 200-mile bike ride. That physical journey reflects the same commitment he brings to his work: to be present, purposeful, and better every day.

He shared some beautiful, practical lessons:

Say “good morning” to everyone it changes the tone of the day
Serve your team even if it’s cleaning the jobsite bathroom or flipping burgers
Stay humble leadership isn’t about being the boss, it’s about showing up

What I love most about Jake is how he lives this stuff. He’s not preaching. He’s living it. He’s reminding us that construction isn’t just about steel and concrete it’s about people, relationships, and showing up with heart.

Key Takeaway:
Jake Smalley reminds us that great builders lead with humility, serve their people, and never forget the human impact of the spaces they create. Whether it’s greeting someone in the hallway or showing up when it matters most, leadership is about connection and that changes everything.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Big Difference between a Path of Critical Flow and a Critical Path

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 6 min

Why the Path of Critical Flow Beats the Critical Path Every Time

Let’s talk about something I think is hurting our projects more than helping them: the obsession with the Critical Path. I’ve been in this industry long enough to see it over and over teams stressing, sprinting, and burning out over what they think is “critical,” all because of how we’ve been taught to manage schedules.

But what if I told you there’s a better way?

What the Critical Path Gets Wrong

The Critical Path Method (CPM) has been the industry standard for decades. It defines the sequence of activities that determines the project’s minimum duration. Delay one activity on that path, and the whole job gets pushed.

Sounds smart, right? But here’s the issue: most people treat the critical path like a panic button.

“It’s critical, so let’s throw more people at it. Work weekends. Push harder. Hope it gets done.”

I’ve seen it happen too many times. This mindset creates chaos, not clarity. It fuels reactive decisions and burnout without actually improving the project’s outcome.

What We Should Be Using: The Path of Critical Flow

Instead of obsessing over the critical path, we should be focusing on what I call the Path of Critical Flow.

This approach is rooted in Takt planning, and it shifts our focus from urgency to optimization. The path of critical flow looks at the longest uninterrupted sequence of tasks that must flow smoothly for the project to succeed and it builds in buffers to support that flow.

It helps us ask the right questions:

Are our handoffs clean?
Do we have flow between trades?
Are buffers and work zones lined up?
Are we starting with the materials, tools, and manpower we need to finish right the first time?

This method doesn’t trigger panic. It builds confidence.

One of My Favorite Analogies

Let me paint a picture.

Imagine your spouse leaves town for the weekend and you’re watching the kids. There are two ways that can go:

Critical Path style: They call every hour asking, “Is the house on fire? Are the kids okay?” You’re reactive, overwhelmed, and constantly firefighting.

Path of Critical Flow style: They leave you a clear plan, meals prepped, schedule posted, backup numbers, snacks ready. You’re empowered, calm, and in control.

That’s what we want for our teams. Not chaos, clarity.

Final Thoughts

When I switched my mindset from “what’s critical” to “what flows,” everything changed. I stopped managing stress and started managing strategy. Projects ran smoother. Trades were happier. Outcomes improved.

Key Takeaway:
The Critical Path shows you what’s urgent. The Path of Critical Flow shows you what’s smart. One triggers panic. The other builds progress. So next time you’re looking at your schedule, don’t just ask “what’s critical?” Ask “what flows?” That’s the game-changer.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Dismemberment Engineering

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Why “Value Engineering” is Often Just Dismemberment Engineering?

Let me be blunt: what we often call “value engineering” in the construction industry is anything but. Most of the time, it’s dismemberment engineering a desperate act of chopping up a finished design just to meet budget after it’s already too late.

In this blog, I want to talk honestly about why this model is broken, and what we can do to fix it.

Value Engineering vs. Dismemberment Engineering

Let’s set the record straight.

True value engineering is creative. It’s thoughtful. It’s about bringing together smart people early in the process to find ways to increase client value while reducing unnecessary cost. It’s proactive. Collaborative. Strategic.

But here’s what really happens far too often:

A design team works in isolation.
Trade partners aren’t brought in.
The design is pushed forward to completion then someone finally checks the budget.
Surprise: the project is millions over.
Cue the “value engineering” phase, which usually means slashing the project.

Suddenly the brick veneer is gone. The elegant staircase? Cut. The canopies or carports? Deleted. The finishes downgraded.

This isn’t value engineering it’s dismemberment.

The Fallout of Late-Stage “VE”

When we fall into this pattern, here’s what we really create:

Frustration for trade partners who weren’t involved early
Waste from redoing design work
Delays from scope changes and redesign
Disappointment for owners who lose what they loved
Demoralisation for design teams who poured their passion into the project
Erosion of trust between all parties

And worst of all?

We end up delivering a building no one is proud of.

The Better Way: Target Value Delivery

There is a better way. It’s called Target Value Design (or Target Value Delivery).

Here’s how we do it right:

Start with the budget. Set the pro forma or target cost upfront before design even begins.
Bring in the GC early. I can’t stress this enough. General contractors must be involved to provide cost and constructability feedback during design, not after.
Engage trade partners. Use design-assist scopes and letters of intent to bring in subs early during precon.
Co-create the design. Run page flips, host design charrettes, and keep the team in alignment using real-time visuals.
Use Lean systems. Takt planning, Last Planner, and visual management help keep the design and budget aligned throughout.

When we work this way, we stop reacting and start building the project everyone wants from day one.

Final Thoughts:

We need to stop accepting dismemberment engineering as the industry norm. It’s not normal. It’s not okay. And it’s absolutely not “value.”

Until we get so annoyed by this broken process that we refuse to repeat it nothing will change. But when we start designing to budget from the start, bringing the right people into the room early, and using systems that promote collaboration, everything changes.

And that’s what we’re here to do.

Key Takeaway
If you’re cutting key features to hit a number, you’re not value engineering you’re dismembering. True value engineering happens early, involves the right people, and uses smart Lean systems to design to the budget from day one.

Let’s do better. On we go.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Training Resources for Field Engineers

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

From Carpenter to Superintendent: What Should You Learn First?

I recently received a message that really inspired me. A listener had just made the leap from being a union carpenter to becoming a superintendent at a commercial general contractor. He’s now building grocery stores, pharmacies, and retail spaces and stepping into leadership.

His big question?

“Where do I start?”

He’s already feeling the weight of responsibility and recognizing that there’s a lot to learn, especially around field engineering and quality control. The exciting part? He’s not hesitating. He’s already reading Elevating Construction Superintendents and the Field Engineering Methods Manual. I love that mindset.

Here’s exactly what I told him and what I’d tell anyone stepping into this role.

Start with the Three Daily Habits of a Builder

If you do nothing else, build these three habits into your day. They’ll give you momentum and clarity:

Read the plans for 30 minutes a day.
You’ll start to build confidence, see the job more clearly, and gain real foresight. The more you read the plans, the more you’ll start to think like a builder.
Update the production plan daily.
Spend 30 minutes making sure you’re ahead of bottlenecks. This keeps the team flowing and gives you visibility on what’s coming next.
Walk the site with purpose.
Use your walks to connect the plan to reality. Where there’s a disconnect, take action. It’s not just about walking it’s about leading through observation and correction.

These three habits aren’t just tasks they’re leadership in action.

Use the Miro Boards

We created Miro boards at Elevate Construction to support superintendents and field engineers. These boards are packed with tools, guides, and learning content. If you’re new, there’s no excuse not to start here they’re free, visual, and simple to use.

What you’ll find:

Clear role descriptions
Recommended books and video content
Templates and checklists
Daily, weekly, and monthly rhythms
Scorecards for tracking progress

Whether you’re a new super or training one, these boards will get you going fast.

Watch and Read These Core Resources

Here’s what I recommend reading and watching:

Field Engineering Methods Manual (Version 4 coming soon)
Construction Surveying and Layout by Wes Crawford
The Lean Survey YouTube Channel
Elevate Construction Podcast and YouTube content
Elevating Construction Superintendents (Read it again!)
Coming soon: Elevating Construction Field Engineers

Adopt a Long-Term Learning Mindset

I get it stepping into leadership can feel overwhelming. But let me encourage you: feeling overwhelmed is a sign you care.

You don’t need to know everything. What you need is the mindset and the habits to keep learning and to stay humble.

“What matters most is not knowing everything, it’s building the habits that help you see ahead and take action.”

A Quick Note on Feedback and Support

If you’ve bought one of our books and it fell apart due to a poor printing run please let me know. I’ll send you a replacement copy for free. No strings attached.

We’re also working on our upcoming books with a collaborative model what I call a “Taylor Swift move.” We’re building these with our audience, getting real-world input to make the books authentic, seamless, and powerful. Your feedback matters.

Key Takeaway

Start with habits, not titles.

Reading plans. Updating production. Walking the site with purpose. These will do more for your growth as a new superintendent than any job title, fancy tool, or degree ever could.

We don’t just build projects, we build people.

And if you’re stepping into leadership: I’m rooting for you.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Cutting Resources

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

Where Do I Start? Helping Projects Succeed When Systems Are Missing

Not long ago, I received a powerful message from a superintendent in Brazil. He’s leading a $1 million façade restoration project and reached out for help not with tools or tech but with something far deeper: Where do I even begin when no one around me believes in planning?

His company had taken on more complex work but hadn’t built the systems to support it. The project is riddled with delays, waste, and rework. The PM who also happens to be the owner doesn’t believe in methodology. His strategy? “Just depend on the goodwill of the people.”

Meanwhile, this superintendent is trying to bring structure, flow, and improvement to the job but feels stuck. He doesn’t know where to begin.

Here’s what I told him:
You don’t need expensive software or a big team to make progress. You just need intention and a few foundational practices that reduce friction and bring people together.

Goodwill alone won’t carry a team through chaos.

Here’s where I recommended he start:

Weekly Visual Plans
If full-scale pull planning feels too much, grab a marker and sketch out a weekly plan. Just one page. Draw the façade, mark which trades are working where, and review it with your foremen. These visual plans build clarity and shared focus.
Daily Huddles
Each morning, check in. Ask: “What are you working on?” and more importantly, “Do you have everything you need to finish?” One-piece flow is better than starting everything and fixing it later.
Clear Roadblocks
Our job as leaders is to remove friction. Find constraints, remove overburden, and create smooth handoffs. That’s how we show respect: by not wasting people’s time.
Stop Starting, Start Finishing
Flow doesn’t come from action it comes from completion. Don’t allow trades to start something that can’t be finished properly. Begin creating rhythm by focusing only on what can be done well.

I remember a superintendent at Hensel Phelps who came in to turn around a failing project. His first move? Stop everything. Pause the chaos. He only brought trades in when their work could truly flow. And it worked.

But then I heard back from the superintendent in Braziland the story took a turn. The PM had doubled down: cut planning altogether, reduce staff, and “just solve problems as they come.”

And I have to be honest that’s one of the dumbest things I’ve ever heard.

This isn’t lean. It’s not even leadership. It’s just irresponsible. That kind of thinking pushes the pain of poor planning onto the workers. It’s dressed up as efficiency, but it’s really just a refusal to be accountable.

Planning is not optional. Not if we care about our people.

So if you’re overwhelmed, I want you to hear this:

You don’t need fancy systems.
You don’t need a perfect plan.
But you do need to care enough to start.

Draw something. Talk to your team. Stop what can’t be finished. Protect your people. That’s leadership.

Key Takeaway:
You don’t need complexity to lead well. Just respect your team, plan their work, and remove their roadblocks. Leadership isn’t about getting by it’s about building up.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Power of “Thank You”, Feat. Mark Story

Posted on August 5, 2025August 7, 2025 by Danny Jiménez⁩

Read 7 min

The Power of Thank You: A Small Habit That Builds a Strong Culture

In this episode, I had the pleasure of sitting down once again with my good friend and mentor, Mark Story. And we dove into something simple so simple that it’s often overlooked but deeply powerful: the act of saying thank you.

In construction, we tend to think in terms of toughness, deadlines, and discipline. But Mark brought a message that cut through all of that: building people matters just as much as building projects.

He shared a story from early in his career that really hit home. After working in a high-stress, shout-heavy job, he took a pay cut to work at a smaller company. When his new boss handed him his first paycheck and said, “I cannot thank you enough,” it rocked him. That moment of genuine appreciation meant more than the money. It was a turning point in his leadership journey.

A well-timed thank you can be worth more than a raise.

From there, we unpacked how something as small as noticing and appreciating good work can change the energy on a jobsite. Mark urged us to look for people doing the right things picking up trash, collaborating across trades, showing up early, staying late and not just notice them, but thank them. Not just quietly, but publicly. That lifts morale, builds trust, and creates approachability.

I’ve seen it myself some of the roughest, toughest-looking workers still want to be seen, respected, and valued. Every human wants to know they matter. Every builder wants to feel appreciated.

Gratitude, humility, encouragement these aren’t soft skills. These are the things that set true leaders apart. When you build connection, accountability becomes easier. When teams feel seen, they show up stronger. When leaders are approachable, problems get solved faster.

Gratitude is the foundation of influence, trust, and loyalty.

We also talked about the risk we run in the general superintendent role if we don’t get this right. It’s not enough to track progress or enforce rules. We’ve got to connect, communicate, and care.

So we shared a few practical ways to start:

Show up early and walk the site
Pick up trash and lead by example
Run short morning huddles to praise the crew
Thank people for the small things being on time, staying late, stepping up
Recognize someone publicly in front of their peers
Block time to be present in the field
Ask questions, listen, and get to know your people

I shared a personal story too about a general superintendent who had my back during a really tough presentation. He simply said, “Let Schroeder do what he does.” That belief lit a fire in me. He led with trust, not control. And I’ve never forgotten it.

A simple thank you is free but its value multiplies across teams and over time.

We closed with one last challenge from Mark and it’s maybe the most important one of all: Don’t forget to thank your partner at home. Behind every successful builder is often a family sacrificing time, energy, and support. They deserve our appreciation too.

Key Takeaway:
A strong culture on the jobsite isn’t built just with tools or systems it’s built through relationships and respect. Make gratitude a daily habit. A handshake, a kind word, a shout-out in the morning huddle these small acts of appreciation can transform the way we lead, work, and build together.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

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GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes

Day 2

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Outcomes

Day 3

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Day 4

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Day 5

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Outcomes