Uncategorized Archives - Page 41 of 104

Toxic Cultures on both Sides

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

Read 6 min

Toxic Behaviors, Safe Cultures, and the Balance Leaders Must Strike

This is a tough one but a crucial one.

If you’re leading or working inside a construction company, you know there’s constant talk about building a “safe culture.” And yes, I’m all for psychological safety: a place where people can speak up, challenge ideas, and raise concerns without fear of retaliation.

But what happens when that same principle is misused? When “speaking up” becomes gossiping in the background? When “questioning” masks negativity, division, or shadow leadership?

This is a line I’ve had to walk personally. And it’s not easy. I’ve had to learn how to protect a healthy culture without shutting down dissent. How to invite critique without tolerating toxic behavior.

Let me be clear: a psychologically safe team is not one where anything goes. It’s one where feedback is offered with respect and with the goal of building, not tearing down.

If someone is working in the shadows rallying others behind the scenes, undermining leadership, creating cliques that’s not brave transparency. That’s manipulation. That’s shadow leadership. And it can quietly erode trust, distract your team, and kill progress.

So what do we do?
We deal with it head-on.
Privately. Directly. Respectfully.

I’ve learned to invite people to bring their energy into the light. If you’ve got concerns, let’s hear them in the room. If you have ideas, step up and lead a topic. Bring your questions to the surface. Help us solve real problems. But don’t confuse that with stirring the pot behind closed doors.

To help identify cultural toxins, I’ve been gathering a list 20 common behaviors that eat away at a healthy environment. Here they are:

Fear-based leadership
Loyalty over integrity
Retaliation culture
Favoritism
Gossip and whisper campaigns
Blacklisting
“Us vs. them” mentalities
Secret alliances
Information hoarding
Gaslighting
Silent sabotage
Public humiliation
Illusion of inclusion
Performative values
Oversurveillance
Rule-bending for powerful people
Isolation of high performers
Perpetual crisis mode
Punishing transparency
Weaponized incompetence

Some of these are subtle. Some are loud. All of them are destructive. As leaders, we must have the courage to confront them not just when it’s easy, but when it’s hard.

That said, not all oversight is toxic. Let’s not confuse firmness with harm. New team members may need close support. Early phases of projects might require tighter control. Intent and impact matter more than tone.

Culture doesn’t grow from being hands-off. It grows when we’re intentional when we’re brave enough to protect it.

Key Takeaway:
Create space for honesty and open dialogue but be just as committed to protecting your culture from hidden toxicity. Speaking up should build trust and clarity, not undermine them.

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

Ego-driven Fools

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

Read 7 min

Ego-Driven Fools and the Cost of False Leadership

This one’s going to get real. I want to talk about a concept that’s powerful, a little uncomfortable, but absolutely necessary the ego-driven fool.

Now, I’m not throwing shade at individuals. This isn’t about name-calling. It’s about calling out a pattern of behavior I’ve seen over and over again in our industry and being honest about the damage it causes. This came from conversations with respected voices in construction, and I’ve had time to reflect deeply on it.

Bottom line:
We need to stop rewarding posturing and start honoring real leadership.

Let me paint the picture.

There are two false images of the superintendent that show up all the time. One is the disorganized operator bad voicemail, messy truck, no notes, everything “up in here” (points to head). The second is the classic “tough guy” arms folded, ego inflated, never wrong, never listening, and definitely not planning.

Neither is leading.
Both are dangerous.

I’ve seen how this behavior blocks collaboration, kills innovation, and gives leadership a bad name. But here’s the truth: being a superintendent isn’t about control it’s about service.

Let me break down the progression I’ve seen in the role:

Old School Super: Loyal, experienced, principled but often lacking the tools and structure needed today.
Ego-Driven Fools: Disorganized, anti-learning, resistant to tech, reactive, and emotionally driven.
Superintendent 2.0: Respectful, tech-savvy, collaborative, and committed to growth.
Superintendent 3.0: Lean-trained, master planners, team builders, humble leaders the future of our industry.

There’s a clear message here:
Grow.
Don’t let ego keep you from becoming who your team needs you to be.

I’ve heard the pushback. I’ve seen the comments online “Planning is pointless,” “Trades won’t follow,” “This is all nonsense.” That resistance comes from fear and ego, not from truth. And it’s holding our industry back.

Let’s be honest about what ego-driven fools do:

Always need to be right
Confuse arrogance with confidence
Talk more than they listen
Take credit but avoid responsibility
Reject feedback
Surround themselves with yes-men
Overestimate their value
React emotionally
Resist growth

And I’ll be the first to admit, I’ve done some of these. I’ve been in those shoes. But here’s the difference: I chose to get honest, to grow, and to lead from humility instead of pride. That’s the invitation I’m extending to you.

If we want to build great teams and great projects, we need to be better leaders.

Here are five habits I’ve found that help build real leadership presence:

Admit mistakes. Show your team that learning is part of the journey.
Welcome dissent. Let others challenge you, iron sharpens iron.
Reward speaking up. Celebrate courage, not just obedience.
Ask real questions. Be curious, not controlling.
Make space for quiet voices. Leadership is about hearing everyone, not just the loudest.

This isn’t just about being a better superintendent it’s about creating an environment where people thrive, feel heard, and contribute to something bigger than themselves.

Key Takeaway:
Being a superintendent isn’t about having all the answers or being the loudest voice in the room. It’s about leading with humility, learning constantly, serving your team, and pushing the industry forward. Lose the ego, build the connection that’s where greatness lives.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Don’t Cut the Passion in your Pixar Planning & Reviews

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

Read 7 min

Critique is Fine, but Don’t Cut the Passion

Let me share something I’ve been thinking about a lot lately and it connects two seemingly different worlds: construction planning and Pixar storytelling.

Here’s the truth I keep coming back to:
You can review, critique, and refine a plan all you want but if you strip out the passion behind it, you’re left with something lifeless.

It started with a conversation around PPC Percent Plan Complete a metric often used in lean construction. I’ve never been a fan. Sure, it sounds good on paper, but in reality, PPC is a lagging indicator. It tells you what happened, but it doesn’t help you prevent what’s coming. It’s not tied to flow. It doesn’t consider the criticality of tasks. It adds to the work-in-progress with little actionable insight. And most of the time, it leads to shallow root cause analysis that doesn’t actually fix anything.

What we should be tracking are things like roadblock removal rate and perfect handoff percentage proactive metrics that actually drive improvement. Yes, PPC is in the books. It’s in the systems. But that doesn’t mean we should treat it as gospel. If we want high-performing teams, we need to use tools that work, not just ones that look good.

And that brings me to the real point.

We’ve got to stop clinging to systems and reviews that exist just for appearance’s sake.

To drive this home, I want to make a comparison and it might sound out of left field to Pixar’s movie Elio. That film didn’t flop because of bad visuals or poor technical execution. It flopped because it lost its soul. From what I understand, the original story was personal, heartfelt, and packed with meaning. But it was reviewed and refined so many times that the final result ended up being about… nothing. It was sterile. Soulless. Safe.

I’ve seen the same thing happen in construction.

I think about the BSRL project a build that I’m proud to have been a part of. That job was remarkable not because we checked every box perfectly, but because we were fueled by passion. We used prefabrication, deep coordination, lean systems, and fresh planning methods, yes. But more importantly, we had crazy, passionate ideas, and we let them live. The team was on fire with creativity, collaboration, and commitment to doing something different. That’s what made it great.

So here’s my warning to myself, to all of us:

Don’t let your planning reviews turn into soul-crushing, box-checking rituals. Don’t let your risk reviews, fresh eyes meetings, or phase planning workshops become exercises in conformity. Use them to improve not to sanitize. The goal isn’t just a clean plan. The goal is to build something better. Something meaningful.

Don’t cut the passion just to make things neater.

Key Takeaway:
Planning reviews are necessary, but not if they eliminate the very thing that makes a project great passion. Whether in film or construction, it’s the heart, originality, and energy behind the work that separates the ordinary from the remarkable.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

PMs & Nauseating Perfection

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

Read 7 min

Nauseating Perfection and the Real Role of Project Managers.

Project managers are vital to any construction project. They bring structure, direction and much-needed organisation. But there is one behaviour that can undermine their impact nauseating perfection. It sounds harsh, but it refers to when project managers focus too much on details that do not matter, checking boxes instead of driving results.

The issue is not with aiming for high standards. The problem arises when PMs focus more on aesthetics and surface-level compliance rather than functional excellence. They might seek more quotes than needed, demand unnecessary paperwork, or reject work due to minor formatting issues. These actions do not serve the project; they only create delays, frustrations and inefficiencies.

As Derek Kirkland once said, “You’ve got 100 units of energy, spend them where it matters.” Time and effort spent nit-picking could be used to improve planning, team alignment, or actual building. The habit of over-focusing on perfection wastes valuable energy and distracts from what really drives progress.

Excellence is about results, not appearances. A clean spreadsheet means nothing if the work is delayed.

The pursuit of perfection can also feed into ego. Some project managers try to add value by being overly strict or rigid, which only disrupts the flow of work and damages team morale. Worse still, this kind of behaviour can sometimes get people promoted who should not be, just because they “look the part” rather than deliver meaningful results.

Leadership is not about credentials, it’s about execution, support, and simplifying complexity.

It is also important to challenge the overreliance on credentials. Degrees, certifications and formal training have their place, but they do not replace real implementation. Many project managers boast about training or titles but cannot point to anything they have actually put into practice. What truly matters is the ability to lead, build, and deliver outcomes that benefit the project and the team.

True leadership in construction involves reducing complexity. There is an art in knowing how to simplify and focus only on what adds value. That is where project managers shine, not in perfection, but in effectiveness.

The blog also includes a reminder from the builder’s code: “Discomfort leaders to comfort the workers.” It means leaders must carry the harder planning burdens to make things easier for the trades and crews. This mindset creates more respectful and productive teams.

One listener shared a powerful story about applying Elevate Construction’s principles on sites that did not formally adopt them. By treating people with respect, increasing team huddles, and leading by example, they managed to build camaraderie and improve production. Their effort was noticed, and they were promoted to help build strong teams elsewhere.

That is the power of focusing on excellence rather than appearances. It is about improving the experience for everyone and delivering results that matter.

Key takeaway:
Project managers should lead with purpose, not polish. Nauseating over perfection wastes time and distracts from real outcomes. Focus on simplicity, results and team well-being that is what elevates construction.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

“Play Ball” Orders

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

Read 5 min

Play Ball Orders. Why Great Leaders Do Not Wait for the Green Light?

In the heat of World War Two, General Patton was not just reacting to events. He was preparing for them. Days before Hitler launched the surprise Ardennes offensive, Patton had already instructed his staff to prepare movement plans just in case. So when the call came, he did not hesitate. He gave the command with two simple words: Play ball. That set his army in motion through winter storms and enemy resistance, ultimately helping to break the siege at Bastogne.

What does that have to do with construction?

A lot, actually.

The idea of play ball orders, planned steps for immediate execution once a delayed project gets the green light is something we recently adopted on our West Fillmore Lean Belt project. Delays from budgeting challenges, market conditions and tariffs slowed progress. But instead of sitting idle, we prepared every element from design and logistics to safety manuals, orientation documents and production planning.

We outlined everything clearly so that once the signal comes, we move fast.

Phase One: Billing and Contracts
Execute the prime agreement
Kick off billing
Begin subcontracting and insurance processes

Phase Two: Procurement and Engineering
Issue letters of intent
Start procurement for framing, concrete, steel, brick
Finalise switchgear release
Begin trade partner preparation

Phase Three: Site Services Activation
Connect temporary power, water and communications
Deploy dust control
Begin primary layout and control

Phase Four: Physical Site Setup
Bring in trailers, fencing, and signage
Set up access control
Align team roles and execution sequences

Once we hear play ball, no one waits for instructions. Everyone knows exactly what to do. It is immediate execution.

This mindset is more than good planning. It is about honouring your team’s time and momentum. If your project is in a holding pattern, waiting for permits, final designs or funding, use the time to prepare your own play ball orders. When the approval comes, you are not caught off guard.

Be like Patton. Be ready. Do not plan when you should be moving.

Key takeaway:
You do not need to wait for the green light to start preparing. Have your play ball orders ready so that when the time comes, your team can act immediately and confidently. In construction and in leadership, readiness wins.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Strategic Leadership, Feat. Mark Story

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

Read 9 min

Building Strategy into Construction Leadership: A Conversation with Mark Story

In this blog, I had the privilege of sitting down with Mark Story to dive into a topic that’s often talked about but rarely executed well Strategy in Construction. Mark is one of the sharpest general superintendents out there, and his insights are invaluable for anyone serious about improving team performance, project outcomes, and leadership effectiveness.

The Training Dilemma: How Do We Reach More People?

We started the conversation with a big question: How do we get essential training to more people in the industry in a way that actually sticks?

Mark’s take is clear, cheap is expensive. If we continue to prioritize short-term convenience over quality training, we’ll keep getting the same mediocre results. He drew a great analogy: would you buy cheap binoculars when you know you’ll be using them every day? Of course not. The same applies to training. It’s painful to invest time and money upfront, but it pays off tenfold in saved time, better results, and higher morale.

Mark emphasized that while people want the training, the challenge is making the time for it. His solution? In-person, hands-on training. Virtual sessions and online modules have their place, but nothing replaces the impact of real-time, interactive learning.

But to make that happen, we need to influence leaders, Field Ops Managers, General Superintendents, Business Unit Leaders because they hold the keys to freeing up time and resources for training. If they see the value, they’ll make it a priority.

Thinking Strategically is More Than Scheduling:

We transitioned into the core theme of this blog: Strategy.

Mark pointed out that strategy isn’t just about managing the schedule. It’s about applying strategic thinking to every aspect of the project, staffing, logistics, material flow, team dynamics, and more. He stressed the importance of smaller, focused leadership groups having strategic conversations early and often.

According to Mark, these strategic sessions should:

Identify the key roles and people needed (not just filling org chart boxes).
Ensure PMs and Supers work in lockstep with a shared vision.
Focus on long-term, global thinking, not just daily tasks.
Strategically plan logistics like material access, site flow, and team dynamics.

The outcome? Fewer meetings, less rework, and teams that are aligned and proactive rather than reactive.

The Power of Asking “What Do You Need?”

One of Mark’s most impactful strategies for building trust on a project is deceptively simple: ask people what they need and go get it for them.

He explained how this approach changes team dynamics. When you ask a trade partner what they need to be successful and then take action to remove those roadblocks, trust builds quickly. Even if you can’t solve everything, being transparent and communicating openly builds a partnership mindset.

As Mark put it: “We’re not the ones moving the dirt, pouring the concrete, or setting the steel. We hired experts for a reason so trust them, support them, and they’ll go the extra mile for you.”

This approach flips the traditional accountability model. Instead of demanding trades deliver results without support, it shifts the focus to enabling their success, which naturally leads to accountability on both sides.

Strategy vs. Tactics: Know the Difference

We wrapped up with a crucial distinction:

Tactics are the day-to-day actions keeping a clean site, holding morning huddles, following up on details.
Strategy is the high-level plan that ensures every tactic aligns with the project’s ultimate goals.

If you’re always looking at your feet, focusing only on tactics, you’ll miss the bigger picture. Strategic conversations allow teams to lift their chins, look ahead, and prevent issues before they arise.

Your Challenge: Apply This Now

Mark’s closing challenge is simple and actionable: Take the concepts we discussed, asking “What do you need?”, strategic planning sessions, influencing leadership and apply them to one challenging area on your project. Then, watch how it transforms.

Key Takeaway:

Effective construction leadership starts with asking, “What do you need?” Strategy isn’t just about schedules, it’s about proactively supporting your team, aligning leadership, and creating a clear, shared vision. When leaders prioritize strategic thinking and enable their teams’ success, project outcomes dramatically improve.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

How To Prepare For A Construction Management Interview

Posted on August 4, 2025August 4, 2025 by Danny Jiménez⁩

Read 8 min

How to Prepare for a Construction Management Interview: Advanced Tips to Land the Job

Preparing for a construction management interview can be nerve-wracking, especially if you’re aiming to stand out in a competitive field. In this blog, I’m going to share advanced tips and strategies not just the basics that will help you not only land the interview but secure the job. These are belt-and-suspenders methods you can use to position yourself as the ideal candidate and launch a successful career in construction management.

You’re Not Hired for Your Resume – You’re Hired for Fit & Experience

One of the first things to understand is that your resume might get you the interview, but it won’t get you the job. Companies hire candidates who are a cultural fit and have the real-world experience to back it up. Go into the interview with this mindset and be prepared to showcase how you align with the company’s values and project needs.

Speak the Language of Lean and Operational Excellence:

Believing in and articulating Lean principles can give you a serious edge. Many successful candidates have shared that once they started “thinking and speaking” in terms of operational excellence, their interviews drastically improved. Study Lean concepts, and when you speak in interviews, use real project examples to show you live and breathe these principles. This demonstrates that you’re not just a candidate, you’re a professional who understands how to drive results.

Sell Yourself – Authentically and Confidently

Selling yourself doesn’t mean exaggerating or being boastful. It means owning your experience. Talk about your real accomplishments. Use phrases like, “When I was running this job…” to give weight to your stories. Avoid overthinking your words to sound corporate or polished, speak like a builder. You are a builder. Share real-world examples that highlight your leadership and hands-on experience.

Simplify Your Job Titles – Make Them Understandable

Don’t let obscure titles confuse your interviewer. Translate your role into terms that the hiring team will easily understand. If you performed the duties of a Project Manager, but your official title was convoluted, label yourself as a Project Manager. Clarity is key; it helps the recruiter or hiring manager see your fit instantly.

Demonstrate Leadership, Don’t Just Talk About It

From the moment you walk into the building, you’re being evaluated. Be on time. Be professional. Be kind to every person you meet. Demonstrating leadership is not just about what you say, it’s about how you behave. Companies are looking for team builders, people-oriented leaders, and individuals who will be a positive influence on site.

Interview Like You Already Have the Job

Approach the interview as if you’re already part of the team. Talk about what you’re going to do, not what you would do “if” you get the job. Describe how you’ll contribute in Week 1, Week 2, and beyond. This shifts your mindset and shows confidence in your ability to deliver.

Be Real – Showcase Your Growth and Learnings

When asked about strengths and weaknesses, avoid cliché responses like “I’m a perfectionist.” Instead, be real. Share genuine weaknesses, what you’ve learned from them, and how you’ve improved. This level of authenticity resonates with interviewers and sets you apart as a self-aware, growth-oriented professional.

Research the Company – Be Ready to Show Why You Belong

Don’t go into an interview blind. Research the company thoroughly and be ready to articulate why you’re a perfect fit for their team. Say things like, “I’ve been following your company for years and this is exactly the environment I want to be part of.” Confidence, preparation, and alignment with their mission will leave a lasting impression.

The Three Key Things: Be Present, Loving, and Connected

Nervousness is natural, but being present can counteract it. Focus on being kind, appreciating the opportunity, and enjoying the experience. Authenticity wins. If you’re present, calm, and connected during the conversation, you’ll showcase your true self, which is what good companies are looking for.

Key Takeaway:

Landing a construction management job isn’t about having a perfect resume, it’s about demonstrating real experience, cultural fit, and authentic leadership. Prepare by aligning with Lean principles, confidently owning your story, and showing up to the interview as if you’re already part of the team.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Highlighting Drawings

Posted on August 4, 2025August 5, 2025 by Danny Jiménez⁩

Read 7 min

Don’t Ditch the Highlighter: Why Old School Drawing Skills Still Matter

Today’s topic? Something so simple, most people overlook it and yet it’s one of the most useful, builder focused practices we’ve got:

Highlighting your drawings

That’s right, A couple of Sharpies and a solid set of plans might be the best tech you’ve used all year.

A Skill Worth Holding Onto

With technology booming Bluebeam, BIM, tablets, cloud-based project controls it’s easy to think we’re “past” things like highlighters and markups. But here’s the thing:

Paperless isn’t the goal, Effective is:

And whether you’re using blue beam, paper sets, or some combo of both, one fact remains, highlighting drawings helps you think like a builder.

It forces you to:

Study the drawings.
Catch gaps.
Visualize sequences.
Communicate clearly.

Ways to Use Highlights Like a Pro:

Study Sets like a Builder, not a Broker:

One of my mentors used to say, “Go to Staples like its Black Friday.” Load up on pens, highlighters, and pencils and go to town on your drawings.

Mark:

Utilities.
Foundations.
Penetrations.
Finish boundaries.
Phasing zones.

This helps you digest scope in layers not just at a glance, but with actual comprehension.

Visualize Complex Sequences:

I once saw a PE super team color code an entire building facade to break down installation by assembly type, Flashing, waterproofing, cladding each in its own highlight color.

It took a gnarly detail package and turned it into a clear, buildable plan.

That’s leadership through visuals.

Highlight to Buy Out Scopes:

On a university job in Arizona, I saw a PM highlight every component in wall sections not elevations. Sheathing, vapor barrier, sealants, reveals. Every trade partner’s scope was highlighted and labeled.

Guess what? The project didn’t suffer from the typical “who owns what” fights. It was already figured out.

Pre-bid with Total Clarity:

On one of our own projects (that unfortunately got canceled), we ran a full set of detail highlights during bid prep. Why?

To avoid scope gaps, bad assumptions, and the “oh, we didn’t price that” phone calls.

It’s not sexy. But it’s smart.

The Shift, What Tech Hasn’t Solved Yet:

We used to highlight plans, post them up, cut them apart, tape them together. And then came BIM, VDC, tablets, PDFs and we stopped drawing.

Now? Too much knowledge lives inside heads and screens. Not enough of it is shared visually.

That’s a problem. Because not every superintendent, engineer, or foreman is going to click through 73 sheets on a screen during crunch time.

Highlighting Is the Thinking Part:

Highlighting drawings forces you to think before you act.

It’s a builder’s way of seeing. You can’t just assume it’s covered you have to find it, color it, label it, and talk about it.

It’s physical, It’s visual, It’s memorable.

And that matters more than ever in a fast paced, digitally distracted industry.

Bottom Line: Be a Builder, not a Broke:

The more tech we get, the more valuable real builder skills become, and this is one of them.

So yes, go digital when it helps, Use Blue beam, build models, Stay efficient.

But don’t give up the highlighters just yet.

You’re paid to know what you’re building not just to forward RFIs and manage schedules.

Be a builder. Pick up a pen.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Quality before Sales

Posted on August 4, 2025August 4, 2025 by Danny Jiménez⁩

Read 9 min

Quality Before Sales: Why It’s Time to Shift Your Focus

Welcome to Elevate Construction’s blog, Episode 1400! That’s a huge milestone. In today’s blog, I want to talk about a principle that should guide everything we do: Quality Before Sales. Stick around, because this could change how you approach your next project.

Exciting Updates from Elevate Construction:

We’ve been on an incredible journey lately. The general superintendents who are co-authoring Elevating Construction Superintendents with me have agreed to join future blog interviews. Dean from PCL is also bringing some of their top-notch general supers into the conversation. Plus, we’re working on setting up regular blog collaborations with folks like Adam Beane, Mark, and Jake. These partnerships are what drive this community forward, and I’m beyond excited.

On the project front, we have a full construction team ready to build projects up to $150 million. High Street is looking for their next venture, and our pre-construction process has been running smoothly. If you know any owners seeking a great GC or looking to explore a collaborative partnership, reach out. I’m putting that positive energy out there.

We’re also making big moves with technology and growth. We’re expanding our VDC capacity and have just hired nine new team members at LeanTakt. Our Elevate Boot Camp is nearly sold out, with only a few spots left. If you’re interested, act fast!

Meanwhile, our books are progressing well. The Takt Theory and Control book is almost updated, the Field Engineer book is in editing, and the CPM book should be ready within six weeks. All formats, paperback, Audible, you name it. I couldn’t be more thrilled.

This Blog is About YOU:

Every piece of content I create is for you. If you have questions, ideas, or want to showcase your work, I’m all ears. Send me your videos, quotes, topics, or LinkedIn posts. I want this blog to highlight YOUR work just as much as mine. We are in this together.

Builder’s Code of the Day: Variation Kills Flow

Today’s code is about variation. The more variation you introduce into your project, the longer it will take. Stability, rhythm, and flow are what drive speed and efficiency. Running around making daily field changes out of habit is a killer for progress. Plan well, stay consistent, and you’ll see the difference.

A Message That Fuels Me:

I recently received a message from a reader that struck a chord. They spoke about how our content resonates, how they’ve developed resilience in this challenging industry, and how they believe we’re making real change. Messages like these are what keep me going. It’s not about fame or credit, it’s about us, working together to elevate this industry.

Three Questions to Diffuse Any Disagreement:

I came across a simple but powerful strategy to handle disagreements, and I believe every superintendent should have this visible in their office:

What would you suggest?
What would it take for you to agree?
Can you live with it?

These questions are sincere and disarming. They build bridges rather than walls, fostering collaboration in even the most tense meetings. Trust me, when you’re in a room full of trades discussing logistics, these questions can be game-changers.

Quality Before Sales: The Core Message

Now, let’s get to the heart of today’s blog Quality Before Sales. This isn’t just a catchy phrase; it’s a mindset. I was reminded of this while reading Marcus Sheridan’s They Ask You Answer.

Here’s the deal: the era of pushy sales tactics is over. People don’t want cold calls. They don’t want to be “sold to.” They want to find quality. Over 70% of buying decisions are made before the first sales conversation even happens. This is 100% applicable to construction.

If you’re a superintendent, PM, or PE interviewing for your next project, the best way to win that job is to deliver outstanding quality on the project you’re working on right now. Connect with the owner, pay attention to details, go the extra mile, and put yourself in the client’s shoes. Quality sells itself.

A Question for You:

Here’s my challenge to you: What are you doing right now to wow your client and win the next job? How are you ensuring your work stands out, so that it can be showcased with pride to anyone, anytime?

Key Takeaway:

Delivering exceptional quality on your current project is the most powerful sales strategy for securing your next job. In today’s construction industry, clients aren’t convinced by pitches, they’re convinced by performance. Quality always comes before sales.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

What Is The Difference Between A Commercial And An Industrial Superintendent?

Posted on August 1, 2025August 1, 2025 by Danny Jiménez⁩

Read 8 min

Commercial vs. Industrial Superintendents: What’s the Difference?

What’s the difference between a commercial and an industrial superintendent? It might surprise you. In this blog, I’m going to break down the key differences and similarities between these two critical roles in construction. This might help you find your path and even build some common ground with your fellow supers. Let’s dive in.

Commercial vs. Industrial Construction:

Let’s start with definitions.

Commercial construction covers:

Retail spaces.
Sports complexes.
Hospitals.
Laboratories.
Airports.
Office buildings.

It’s fast-paced, collaborative, and heavy on construction management.

Industrial construction is a different beast. Think:

Manufacturing plants.
Refineries.
Power stations.

You’re dealing with systems, equipment, environmental factors, and much higher risk. There’s also far more interaction with engineers and a deep technical focus.

Respect for Both Roles:

I have a huge amount of respect for both commercial and industrial superintendents. In fact, I think everyone should get experience in both worlds.

I once worked with a commercial superintendent who excelled through process optimization and strong leadership. At Hensel Phelps, for example, he used their six-step process to perfectly queue up trades for each phase of work.

On the flip side, an industrial superintendent I knew had nearly encyclopedic knowledge of welding, equipment, MEP systems, commissioning, and environmental regulations, not just OSHA, but EM 385, MSHA, and others. They focused less on management and more on high-stakes, highly specialized work. I was seriously impressed.

Similarities Between the Two:

Despite their differences, commercial and industrial superintendents have a lot in common:

Managing the site and project.
Creating a productive environment.
Leading foremen and crews.
Monitoring safety, quality, and cost.
Communicating clearly and consistently.
Grit, leadership, and experience are non-negotiables for both.

What Sets Them Apart?

1. Different Approaches:

Commercial: Process-oriented, working with many trade partners. You need versatility and a solid process-building mindset.
Industrial: More specialized, technical, and systems-focused. Experience in that niche is essential.

2. Priorities:

Commercial: Prioritizes flow, ensuring smooth, sequential work by enabling trade partners through detailed planning.
Industrial: Prioritizes systems, commissioning, safety, equipment, and environmental impact. Mistakes can be dangerous.

3. Trade Partner Management:

Commercial: Oversees dozens of trades simultaneously.
Industrial: Works with fewer trades, but each one handles large, complex scopes.

4. Pace:

Commercial: Fast-paced, orchestrated like a well-run machine.
Industrial: Slower, more deliberate. Think large-scale welds and piping that take weeks, not days.

5. Precision:

Commercial: Needs to be accurate, but forgiving to a point.
Industrial: Next-level precision. Tolerances down to 1/32”. One superintendent used a $60,000 total station for exact alignment. This isn’t “close enough”, this is exact.

6. Risk:

Commercial: Risk exists, but it’s manageable.
Industrial: Risk is extreme. Think microchips, chemicals, structural steel, one wrong move can mean catastrophic failure.

7. Regulations:

Commercial: City, county, state, and OSHA compliance.
Industrial: All of the above plus MSHA, EPA, API, and others. The scrutiny is intense and ever-present.

Key Skills Needed:

Both Commercial and Industrial Superintendents Need:

Strong leadership skills.
Excellent coordination abilities.
Proficiency with technical tools.
Solid trade knowledge.

Primarily Needed for Industrial Superintendents:

Deep system specialization (e.g., MEP, commissioning).
Expertise in rigging and hoisting.
Experience with commissioning complex systems.
Strong documentation, QA/QC, and regulatory compliance skills.

Primarily Needed for Commercial Superintendents:

Flexibility and the ability to manage fast-paced environments.
Skill in managing multiple trades simultaneously.
Process-building and flow optimization mindset.

Choosing Your Path:

So, which path is for you?

Choose commercial if you:

Enjoy fast-paced environments.
Thrive on process and orchestration.
Like managing multiple trade types.
Prefer more variety in your projects.

Choose industrial if you:

Love technical depth and specialization.
Don’t mind regulatory intensity.
Are drawn to engineering-heavy work.
Have strong attention to detail and don’t mind documentation.

Final Thoughts:

Commercial and industrial construction are two different worlds, each demanding excellence, grit, and a unique set of skills. Whether you choose to specialize in one or explore both, understanding these differences can shape your path and improve how you work with others.

If you want to learn more we have:

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