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Elevating Construction Superintendents – Part 2

Posted on by Danny Jiménez⁩
Read 23 min

Are You Putting Yourself Down or Letting Your Light Shine?

You’re at training. Facilitator has you sit knee to knee with another human being. Literally touching knees. In front of another person. Facing each other sitting down. Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile. You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. This exercise was to see how you show up when in intimate situation. Intimate situation being actually connecting on visual level with another human being. Good activity showing you how to get more comfortable with human interaction. Then they threw surprise. Asked: what did you notice about yourself? Didn’t know they were going to ask this question. What did you notice about yourself? You noticed you moved your shoulders down. Put your head down. Lowered your position so other person would feel comfortable. Somebody might say: that’s not big deal. Fair point. But you had naturally put yourself down so somebody else would feel comfortable. Didn’t know you were doing that with people. So many people in life saying: you’re too much or too energetic or too enthusiastic or too whatever. So you’ve become accustomed to putting yourself down so you can make other people comfortable. That was revelatory moment. You diminished yourself. Diminished yourself to make others feel comfortable. Vowed after that training to be who you are. To authentically be who you naturally show up as. To let things fall as they may. One of best decisions ever made.

Here’s what most people miss. They think being humble means diminishing themselves. Making themselves small. Lowering position. Moving shoulders down. Putting head down. Making others comfortable by being less. So they hide light under bushel. Play small. Act in way that’s not giving other people license to do same. Hold back talents. Don’t share gifts with world. Because think if they shine too bright, others will feel uncomfortable. Different from letting light shine. Being fully who you are. Authentically showing up as you naturally are. Letting things fall as they may. When you diminish yourself, you’re actually taking choice from others of whether they want to like you or accept you or really appreciate who you are. When you let light shine, you give others gift that is you. You unconsciously give other people permission to do same. As we are liberated from our own fear, our presence automatically liberates others. That’s not arrogance. That’s authenticity. That’s letting light shine so others can too.

The challenge is most people never learned that diminishing yourself takes choice from others. Never learned that when you move shoulders down, put head down, lower position to make others comfortable, you’re actually preventing them from choosing whether they want to appreciate who you really are. Never learned that playing small doesn’t serve world. That there’s nothing enlightened about shrinking so others won’t feel insecure around you. Never learned that as you are liberated from your own fear, your presence automatically liberates others. So they keep diminishing themselves. Keep hiding light under bushel. Keep playing small. Keep holding back. Wonder why not fulfilled when answer is they’re not being fully themselves. Not letting light shine. Not giving others permission through example to let their lights shine too.

The Knee-to-Knee Exercise

Was at training, Rapport Leadership International. They take you through process where you sit knee to knee with another human being. You look at other person’s face. Facilitator has you sit like literally touching knees. In front of another human being. Could be male, could be female. Was in front of another male. Facing each other sitting down.

Facilitator asks: look at their eyes. Look at their face. Look at their wrinkles. Look at their expressions. Look at their kindnesses. Look at their smile.

You find out you’re really uncomfortable being that close to another human being and staring at somebody in their eyes. Really what this exercise was for was to see how you show up when you are in not sexual but intimate situation. Intimate situation is being actually connecting on visual level with another human being.

Thought: this is really good activity. Really like this because it’s showing me how I can get more comfortable with human interaction.

But then they threw surprise. Said: what did you notice about yourself? Didn’t know they were going to ask this question. Didn’t even guess.

After that, they said: what did you notice about yourself? Noticed that moved shoulders down. Put head down. Lowered position so other person would feel comfortable.

Somebody might be like: that’s not that big of deal. Fair point. But had naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people.

There are so many people in life that are like: oh, you’re too much or too energetic or too enthusiastic or too whatever. So have up until now become accustomed to putting myself down so can make other people comfortable.

That was revelatory moment. Diminished myself. Diminished myself to make others feel comfortable.

Vowed after that training to be who I am. To authentically be who I naturally show up as. To just let things fall as they may. Can tell you, it’s one of best decisions ever made in life.

Are You Brilliant, Gorgeous, Talented, and Fabulous?

Let me ask you question. Are you letting your light be hid under bushel? Are you diminishing yourself to make other people feel comfortable? Do you realize how brilliant, gorgeous, talented and fabulous you are?

Are you playing small right now? Are you acting in way and showing up in way that is not giving other people license to do same? Are you providing or sharing or showing up with your talents to world and giving other people gift that is you? Or are you holding back?

Are you letting your own light shine so that you can, again, unconsciously give other people permission to do same?

Personal opinion is we have opportunity to be fully who we are and to let others actually have their choice of accepting us way that we are or not. Ultimately, when we diminish ourselves, we’re actually taking choice from others of whether or not they want to like us or accept us or really appreciate who we are.

As We Are Liberated From Our Own Fear

When you diminish yourself, you take choice from others. They don’t get to choose whether they want to appreciate real you. They only see diminished version. Smaller version. Version with shoulders down, head down, position lowered.

When you let light shine, you give others gift. Real you. Authentic you. Fully who you are. They get to choose whether they want to like you, accept you, appreciate you. That’s their choice. But at least they’re choosing based on real you, not diminished version.

And when you let light shine, you unconsciously give other people permission to do same. Your presence automatically liberates others. They see you being fully yourself. Being authentic. Letting light shine. And they think: maybe I can too. Maybe I don’t have to play small. Maybe I don’t have to hide under bushel. Maybe I can be fully me.

That’s how liberation works. As we are liberated from our own fear, our presence automatically liberates others.

The System Failed You

Let’s be clear. When people diminish themselves and hide light under bushel, it’s not entirely their fault. The system failed by teaching that being humble means making yourself small. Nobody showed that moving shoulders down, putting head down, lowering position to make others comfortable is actually taking choice from them. Nobody explained that when you diminish yourself, you prevent others from choosing whether they want to appreciate who you really are. The system taught be less so others feel comfortable when actually be fully yourself.

The system also failed by not teaching that playing small doesn’t serve world. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. There’s nothing enlightened about shrinking so others won’t feel insecure around you. Are you brilliant, gorgeous, talented and fabulous? Are you playing small right now? Are you acting in way not giving other people license to do same? Are you holding back talents instead of sharing gifts with world? The system taught hide your light when actually let it shine.

The system fails by not teaching that as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. That’s how liberation works. But system never taught this, so people keep diminishing themselves thinking it’s humility when actually it’s taking choice from others and preventing liberation.

The Challenge

Here’s your assignment. Stop diminishing yourself. Start letting your light shine.

Analyze what things you need to be more authentic about. How could you be more of you? How could you let your light shine? Pick one thing. Starting tomorrow, make resolution that you will be more fully yourself.

Recognize when you’re diminishing yourself. Moving shoulders down. Putting head down. Lowering position to make others comfortable. Playing small. Acting in way not giving others license to do same. Holding back talents. Not sharing gifts with world. That’s diminishing yourself to make others feel comfortable. But didn’t know you were doing that with people.

Vow to be who you are. To authentically be who you naturally show up as. To let things fall as they may. Be fully who you are. Let others have their choice of accepting you way you are or not. When you diminish yourself, you take choice from others of whether they want to like you, accept you, appreciate who you really are. Give them real you. Let them choose.

Let your light shine. Are you brilliant, gorgeous, talented and fabulous? Stop hiding under bushel. Stop playing small. Stop holding back. Share your talents with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

Remember as you are liberated from your own fear, your presence automatically liberates others. When you let light shine, others see example. Think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works. Your light shining gives others permission to let theirs shine too.

We have opportunity to be fully who we are. Current condition is we’re not showing up and showing how brilliant, gorgeous, talented and fabulous we are. Current condition is we are diminishing ourselves. Change that. Be more authentic. Be more of you. Let light shine.

On we go.

FAQ

What is the knee-to-knee exercise?

Sit knee to knee with another human being literally touching knees. Look at their eyes, face, wrinkles, expressions, kindnesses, smile. Really uncomfortable being that close staring at somebody in eyes. Exercise shows how you show up in intimate situation, actually connecting on visual level with another human being. Then they ask: what did you notice about yourself?

What did you notice about yourself?

Moved shoulders down. Put head down. Lowered position so other person would feel comfortable. Naturally put myself down so somebody else would feel comfortable. Didn’t know was doing that with people. So many people saying you’re too much, too energetic, too enthusiastic. Become accustomed to putting myself down to make other people comfortable. That was revelatory moment. Diminished myself to make others feel comfortable.

Why is diminishing yourself a problem?

When you diminish yourself, you’re actually taking choice from others of whether they want to like you, accept you, really appreciate who you are. They don’t get to choose based on real you, only diminished version. When you let light shine, you give them gift that is you. They get to choose whether they want to appreciate who you really are.

What does it mean to let your light shine?

Be who you are. Authentically be who you naturally show up as. Let things fall as they may. Don’t play small. Don’t hide talents. Don’t hold back. Share gifts with world. Give other people gift that is you. Let your own light shine so you unconsciously give other people permission to do same.

How does your light shining help others?

As we are liberated from our own fear, our presence automatically liberates others. When you let light shine, you unconsciously give other people permission to do same. They see you being fully yourself, being authentic, and they think: maybe I can too. Maybe I don’t have to play small. Maybe I can be fully me. That’s how liberation works.

 

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.

Elevating Construction Superintendents – Part 4

Posted on by Danny Jiménez⁩
Read 28 min

Are You Treating Craft as Necessary Evil or as Heroes?

You ask yourself how you make money for company. Is it when we send email? Is it when we type letter? Is it when we drive around? Is it during meetings? Answer is simple. We make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions necessary to prepare for moment when worker works. Money is earned when work is being put into place. And who puts that work in place? The craft. Craft workers are heroes. They are star players. They are champions. And our industry treats them like necessary evil and at times, less than human. If you have found yourself operating with that mindset, I urge you to repent and rethink your life. Craft are critical to what we do. They deserve our respect and reverence. Knowing how important craft workers are to our work, our lives, our livelihood, our success, we need to optimize their work and provide them with clear instructions and training, reliable materials and information, and safe places to work. This is one of main duties of field engineer and superintendent: to create stability and flow in life of our skilled craft. Many superintendents in industry treat craft like slaves who need to get job done without any support. We can change that by sharing with them what we’re doing, why we’re doing it, asking their advice along way. We can take interest in their training and development. We can abandon patterns of wrong behavior by providing opportunities and helping craft meet their career goals and reach their potential. We can begin to focus on their work and give all we can to make it more effective, productive, and enjoyable. Because we are not in manufacturing business. We are in construction to build people first who then in turn build great buildings and great things. We are customer service business. We take care of needs of our customer and all customers around us.

Here’s what most superintendents miss. They think construction is about producing product at lowest possible total cost in shortest amount of time with greatest amount of value. So they treat craft as necessary evil. Resources to be deployed. Problems to be managed. People who need to get job done without support. But that’s backwards. We are in construction to build people first who then in turn build great buildings. We are customer service business. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be. Different from superintendent who leads with care and concern. Who runs safety because wants to keep people safe. Who installs quality work because cares about end users. Who optimizes craft work by providing clear instructions, reliable materials, safe places to work. Who asks: can all skilled craft on site come to work, go where they need to go, huddle with entire project team, then go to work with right materials, instructions, tools, clean work area? Is their work fulfilling yet uneventful? That’s creating stability and flow. That’s treating craft as heroes. That’s building people who build great buildings.

The challenge is most superintendents never learned that craft workers are heroes deserving respect and reverence. Never learned that we make money when worker is working, so everything else is preparing for that moment. Never learned that we are in construction to build people first. Never learned that definition of leadership is influence, and best influence comes from leading with care and concern for people. So they treat craft like necessary evil. Like slaves needing to get job done without support. Never ask their advice. Never take interest in their training. Never help them meet career goals. Wonder why morale is low and production suffers when answer is they’re not building people, they’re just trying to produce product. But givers gain and takers lose. Givers make difference for thousands of people. Takers suck energy out of teams, give industry bad name, make working on projects miserable for everybody.

We Build People Who Build Great Buildings

We are not in manufacturing business. Most people think construction is about producing product at lowest possible total cost in shortest amount of time with greatest amount of value. I would argue that we are in construction to build people first who then in turn build great buildings and great things.

We are customer service business. We take care of needs of our customer and all customers around us. If we do not foresee people who will eventually use our buildings, people who will maintain our buildings, and people currently working on our buildings, then we have gap that we need to close in our own personal leadership.

We need to act, control, and lead out of respect for those people and make them our priority.

Best superintendents in our industry are ones who are approachable, lead with vision of taking care of people, run safety because they want to keep people safe, and install quality work because they care about end users. These superintendents are not only approachable, but also authoritative and respected. They are leaders who can get people to rise up and follow them because of their influence.

At end of day, definition of leadership is influence. Leaders in our industry who make that vital connection will always be more influential.

Support the Craft: They Are the Heroes

Excellent superintendents make supporting craft one of their top priorities. Ask yourself how you make money for company. We make money when worker is working. Money is earned when work is being put into place. And who puts that work in place? The craft.

Craft workers are heroes. They are star players. They are champions. And our industry treats them like necessary evil and at times, less than human. If you have found yourself operating with that mindset, I urge you to repent and rethink your life.

Craft are critical to what we do. They deserve our respect and reverence. Knowing how important craft workers are to our work, our lives, our livelihood, and our success, we need to optimize their work and provide them with clear instructions and training, reliable materials and information, and safe places to work.

This is one of main duties of field engineer and superintendent: to create stability and flow in life of our skilled craft.

Ask yourself if all skilled craft on site can come to work, go to where they need to go, huddle with entire project team, and then go to work with right materials, instructions, tools, and clean work area. Is that situation they have? Is their work fulfilling yet uneventful? If not, we have work to do.

It sounds harsh and dramatic, but many superintendents in industry treat craft like slaves who need to get job done without any support. We can change that by sharing with them what we’re doing, why we’re doing it, and asking their advice along way. We can take interest in their training and development.

We can abandon patterns of wrong behavior by providing opportunities and helping craft meet their career goals and reach their potential. We can begin to focus on their work and give all we can to make it more effective, productive, and enjoyable.

Be Good Neighbor: Treat Them Like Your Grandmother Lives There

Being good neighbor is one of main responsibilities of project superintendent. We must protect our neighbors, people around us, our customers, pedestrians, motorists, and anyone within close proximity of project like we would protect our own family. It is appropriate to advise that we should treat neighbor on corner as if our own grandmother lived there.

One of our main goals is to elevate awareness of team to really care about needs of others. Project team only wins when we can stay on budget within schedule with quality project with team balance in meeting everyone’s individual career goals and when we have delivered remarkable experience for everyone that comes into contact with our project.

Who is your customer on project? Owner of building? End users? Designers? Any of these answers would be correct, but there are additions. Your neighbors are your customers. Your trade partners are your customers. People in adjacent buildings are your customers. Vendors are your customers. Trade partners that go after another sequence of work are customers.

Everybody on your project should be treated in like manner. This is way project can elevate performance and really take it to next level to create flow and good quality work product.

Exhaust Bad Behavior: Worst Behavior You’re Willing to Tolerate

There is nothing that will tear down motivation and morale of good people on your project site more than watching you tolerate bad behavior. As lead superintendent or as assistant superintendent on any part of project, you cannot tolerate bad behavior.

Remember this quote: success of any organization is determined by worst behavior leader is willing to tolerate.

As superintendent, you must have standards. People on project site must know what you expect, and you have to exhaust bad behavior.

Givers Gain and Takers Lose

You can always tell difference between superintendent who is just trying to do his or her job and superintendent who leads with care and concern. Latter will always be one who will have most influence on project.

Now, we are not at work to make friends and close relationships that outweigh need to do business and have respect and appropriate relationships on site. But everything we do within those respectful and professional relationships should be guided by care and concern for people on project.

Find role models who exemplify this behavior, then make resolutions for your own style of leadership. Focus on giving first, and then intentionally practice being leader that you want to be.

Givers gain and takers lose. Givers in this industry will make difference for thousands of people. Takers not only suck energy out of their own teams, but they give industry bad name, and they make working on their projects miserable for everybody.

The System Failed You

Let’s be clear. When superintendents treat craft as necessary evil, it’s not entirely their fault. The system failed by teaching that construction is about producing product at lowest cost in shortest time. Nobody showed that we are in construction to build people first who then in turn build great buildings. Nobody explained that we make money when worker is working, so everything else is preparing for that moment. The system taught produce product when actually build people who build great buildings.

The system also failed by not teaching that craft workers are heroes deserving respect and reverence. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Many superintendents treat craft like slaves who need to get job done without support. But craft are critical to what we do. Need to optimize their work by providing clear instructions, reliable materials, safe places to work. Create stability and flow in life of skilled craft. The system taught treat them as necessary evil when actually they are star players, champions, heroes.

The system fails by not teaching that definition of leadership is influence coming from care and concern for people. Best superintendents are approachable, lead with vision of taking care of people, run safety because want to keep people safe, install quality work because care about end users. Leaders who make that vital connection will always be more influential. Givers gain and takers lose. Givers make difference for thousands. Takers suck energy, give industry bad name, make projects miserable. The system taught focus on product when actually focus on people.

The Challenge

Here’s your assignment. Stop treating craft as necessary evil. Start treating them as heroes.

Recognize we make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions preparing for moment when worker works. Money earned when work being put into place. Who puts that work in place? The craft. They are heroes. Star players. Champions. They deserve our respect and reverence.

Optimize their work. Provide clear instructions and training. Reliable materials and information. Safe places to work. Create stability and flow in life of skilled craft. Ask: can all skilled craft come to work, go where they need to go, huddle with team, then go to work with right materials, instructions, tools, clean work area? Is their work fulfilling yet uneventful? If not, we have work to do.

Stop treating craft like slaves who need to get job done without support. Share with them what we’re doing, why we’re doing it. Ask their advice along way. Take interest in their training and development. Provide opportunities helping them meet career goals and reach potential. Focus on their work. Give all you can to make it more effective, productive, and enjoyable.

Remember we build people who build great buildings. We are not in manufacturing business. We are in construction to build people first who then in turn build great things. We are customer service business. Take care of needs of our customer and all customers around us. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be.

Lead with care and concern. Be approachable. Lead with vision of taking care of people. Run safety because you want to keep people safe. Install quality work because you care about end users. Definition of leadership is influence. Leaders who make that vital connection will always be more influential.

Be good neighbor. Treat neighbor on corner as if your own grandmother lived there. Elevate awareness of team to really care about needs of others. Deliver remarkable experience for everyone that comes into contact with project.

Exhaust bad behavior. Success of any organization is determined by worst behavior leader is willing to tolerate. Have standards. People must know what you expect.

Focus on giving first. Givers gain and takers lose. Givers make difference for thousands. Takers suck energy, give industry bad name, make projects miserable for everybody.

On we go.

FAQ

Why are craft workers the heroes?

We make money when worker is working. Transportation, fabrication, coordination, design, management are all non-value add actions preparing for moment when worker works. Money earned when work being put into place. Who puts that work in place? The craft. They are heroes, star players, champions. They deserve our respect and reverence.

How do you support the craft?

Optimize their work. Provide clear instructions and training, reliable materials and information, safe places to work. Create stability and flow in life of skilled craft. Share with them what we’re doing, why we’re doing it. Ask their advice. Take interest in their training and development. Help them meet career goals and reach potential.

What does it mean to build people who build great buildings?

We are not in manufacturing business. We are in construction to build people first who then in turn build great buildings and great things. We are customer service business. Until we recognize that everything we do moves through and is about people, we will not be as successful as we can be.

What is being a good neighbor?

Treat neighbor on corner as if your own grandmother lived there. Elevate awareness of team to really care about needs of others. Your neighbors are your customers. Trade partners are your customers. People in adjacent buildings are your customers. Everybody should be treated in like manner. Deliver remarkable experience for everyone that comes into contact with project.

Why do givers gain and takers lose?

Givers in this industry will make difference for thousands of people. Takers not only suck energy out of their own teams, but they give industry bad name, and they make working on their projects miserable for everybody. Definition of leadership is influence. Leaders who lead with care and concern for people will always be more influential.

 

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.

Respect for People, Feat. Niklas Modig

Posted on by Danny Jiménez⁩
Read 26 min

Are You a 1 or a 10 on the Respect Scale?

Your dad calls. Says: I was just at doctor. He said I need to lose weight and start to work out. Can I join you to gym? You laugh. Say of course. He’s never been to gym. Buys workout clothes. Buys expensive membership. Comes in looking like little rabbit surrounded by wolves. You and your brother doing your thing with personal trainer. Fed up with yourselves. Let him go. He does his best. Walking on treadmill. Lifting some weights. Doesn’t like it but motivated. After hour in shower, he’s happy. Says: guys, let’s have fika and celebrate this. You tell him: dad, first of all, you haven’t moved. You’re not even sweaty. Now you’re going to have fika. Do you actually think you’re going to lose weight? Took 10 seconds to say that sentence. Not only words, but way you said it. He looked at you as wet dog. Said: oh, you’re right. Took his bag and left gym. Could see he was really sad. Didn’t feel he succeeded at all. That’s a 1 on respect scale. Years later, he’s sick in hospital. You drop everything. Fly to be with him. Stay by his side. Show him he matters. That’s a 10 on respect scale. Foundation of lean is to focus on flow. Flow means we work together cross-functionally. That means we are dependent on each other. That means we need teamwork and respect. You cannot give baton with 1 or 2. You give them with 8, 9 or 10. That’s how you create flow. If we can just start with when implementing lean, let’s be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

Here’s what most people miss. They think respect is trivial word. Of course I respect people. But don’t give it meaning. Don’t have stories demonstrating what is 1 and what is 10. So they’re unaware of their behavior. Dad wanted to join gym. Motivated. Doing his best. Niklas crushed him with words in 10 seconds. Made him feel like wet dog. That’s 1. But Niklas was probably unaware in that moment how devastating those words were. Different from years later when he was 10. Dropped everything to be with dad in hospital. Showed respect and dignity. That’s elevation. That’s awareness. Have to give words meaning with stories. Then you have something. Like Christmas tree. You build Christmas tree then decorate it with things. Decoration means now we can talk about respect. Say: that’s a 7. Met woman at shop, she was 10. Know exactly she treated me like I was angel or king. Starting point is give words meaning with stories then start to apply them.

The challenge is most people never learned respect scale. Never had stories giving meaning to what is 1 versus 10. So they’re unaware. They meet someone who treats them 5, maybe don’t react. But will react if it’s 10 or 9 or if it’s 1 or 2. When run into 1 or 2, have to ask: shall I be person who triggers negative spiral? If they give me 2, I give them 1 and it starts. Or shall I be person that triggers positive spirals? Even if they treat me with 2, maybe don’t go to 10, but could at least say: hey, I didn’t appreciate that. Then give something positive back. That’s where it starts. Starting positive spirals. How do you want to be remembered? Who do you want to be? It’s just choice. Will always meet 1, 2, 3s all time. But if just choose to say: okay, they probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware about their behavior. Very few people are evil. People are subconscious or unaware. But maybe increase awareness if actually are positive spiral. Here was 2, let’s give him 9 and see how reacts. That’s pattern interruption. Usually makes them cry. Oh, I’m sorry. I was asshole. Don’t get that smile if go into negative spiral.

The Gym Story: A 1 on the Respect Scale

Niklas’s dad Magnus born in 1948. One of generation who you can ask anything and he always knows it. Engineer. Always right answer. Loves if you ask him something because wants to show he knows everything. Had lot of fights with Niklas but also very close because had fights but good at becoming friends again.

Maybe 10 years ago, dad calls. Says: hi, Niklas, I was just at doctor and he said I need to lose some weight and start to work out. Can I join you and Eric (Niklas’s brother) to gym? Niklas was quiet. Said of course you can join gym. Was laughing.

They were working at gym called Metropole. Had personal trainer. Thought they were so cool. Dad had never been at gym. Bought workout clothes. Bought membership which was quite expensive. Came there. Looked like little rabbit surrounded by 20 wolves when came in. So small. Wasn’t toughest guy on Earth. But knew he needed to work out.

Niklas and brother weren’t so nice. Going with PT. Doing their thing. Fed up with themselves. Just let dad go. He was doing his best. Walking little bit on treadmill. Lifting some weights. Didn’t like it at all but was really motivated. I’m going to do this. Need to get in shape.

After one hour go down in shower. He’s so happy. Says: guys, let’s have fika and celebrate this. Fika is Swedish concept. Have treat or something warm like coffee or tea. Pre-lunch. Not too heavy. Celebrate afternoon chill. Eat something sweet and have nice time. Cup of coffee and talk.

Dad said: guys, we have to celebrate. May I buy you guys fika? Then worst version of Niklas comes out. Tells him: dad, first of all, you haven’t moved. You’re not even sweaty. Now you’re going to have fika. Do you actually think you’re going to lose weight?

Took 10 seconds to say that sentence. Not only words, but way said it. Dad just looked at him as wet dog. Said: oh, you’re right, Niklas. Took his bag and left gym. Could see he was really sad. Didn’t feel he succeeded at all.

That’s a 1 on respect scale.

The Hospital Story: A 10 on the Respect Scale

Years later, different situation. Dad sick in hospital. Niklas drops everything. Flies to be with him. Stays by his side. Shows him he matters. Treats him with dignity and respect.

That’s a 10 on respect scale.

The International Scale of Respect

By giving stories to demonstrate this is 1 and this is 10, you have something. It’s like Christmas tree. Build Christmas tree then decorate it. Decoration means now can talk about respect. Can say: that’s 7. Met woman at shop, she was 10. Know exactly she treated me like angel or king.

Starting point is give words meaning with stories then start to apply them. Took probably 10 minutes to come and understand what respect is now for rest of lives. Can talk about respect and have two stories. Next time when say: I met this old man, he was 2. What did he do? That’s new story adding up to understanding of respect.

Give principles which can use as almost glasses when filter behavior, others’ behavior. That’s trampoline that kicks continuous improvement. Need to have some kind of possibility to measure behaviors, which is quite abstract. But now can see: I met woman. She was 9. What did she do? How did she treat you so well?

Good starting point to actually just get common language to start communicate with each other effectively.

Positive Spirals vs Negative Spirals

If meet someone who treats you 5, maybe don’t react. But will react if it’s 10 or 9 or if it’s 1 or 2.

What’s interesting: if so unfortunate that run into 1 or 2, have to ask ourselves, shall I be person who triggers negative spiral? If they give me 2, I give them 1 and then it starts. Or shall I be person that triggers positive spirals? Even if they treat me with 2, maybe don’t go to 10, but could at least say: hey, I didn’t appreciate that. Then give something positive back. That’s where it starts.

Starting positive spirals. How do you want to be remembered? Who do you want to be? It’s just choice. Will always meet 1, 2, 3s all time.

If just choose to say: okay, they probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware about their behavior. Very few people are evil. People are subconscious or unaware about behaviors. But maybe increase awareness if actually are positive spiral. Here was 2, let’s give him 9 and see how reacts.

That’s pattern interruption. Usually like: whoa. Maybe makes them cry. Oh, I’m sorry. I was asshole. Don’t get that if go into negative spiral.

Flow Requires Respect

If really want to live lean life, if there’s person that’s in 1 or 2, that should trigger response to bring them out to 9 or 10. If really want to create flow within organization, have to work together like relay game. I run first, you get baton, then you run. Cannot give baton with 1 or 2. You give them with 8, 9 or 10. That’s how you create flow.

Quite obvious that teamwork and respect is foundation of lean or Toyota production system. Because it’s all about flow. And we are dependent on each other. Then we need to respect each other.

If we can just start with when implementing lean, let’s be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

The System Failed You

Let’s be clear. When people operate at 1 or 2 on respect scale, it’s often because they’re unaware. The system failed by not giving words meaning with stories. Nobody showed what 1 looks like versus what 10 looks like. Nobody explained that dad coming to gym motivated, doing his best, wanting to celebrate is moment requiring 10, not 1. Nobody demonstrated that telling him he’s not even sweaty and thinking he’ll lose weight crushes him like wet dog. The system taught respect is trivial word when actually need stories giving it meaning.

The system also failed by not teaching to trigger positive spirals, not negative spirals. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. If run into 1 or 2, choice is: shall I trigger negative spiral giving them 1 back? Or shall I trigger positive spiral giving them 9? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware. Pattern interruption of giving 9 when receive 2 usually makes them cry realizing they were asshole. The system taught react in kind when actually trigger positive spirals.

The system fails by not teaching that flow requires respect. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. Foundation of lean is teamwork and respect because flow means working together cross-functionally, being dependent on each other. If implementing lean, start with being 10. Flow creation goes so much faster. The system taught focus on tools and techniques when actually foundation is teamwork and respect.

The Challenge

Here’s your assignment. Stop being unaware of your respect level. Start using 1 to 10 scale.

Give words meaning with stories. Build Christmas tree then decorate it. Have stories demonstrating what is 1 and what is 10. Dad wanting to celebrate going to gym. You tell him he’s not even sweaty, think he’ll lose weight? That’s 1. Makes him feel like wet dog. Dad sick in hospital. You drop everything to be with him. That’s 10. Now can talk about respect using scale. Met woman at shop, she was 10. Treated me like angel. Met old man, he was 2. New stories adding up to understanding.

Choose to trigger positive spirals, not negative spirals. Will always meet 1, 2, 3s. If run into 2, shall I give them 1 back starting negative spiral? Or shall I give them 9 triggering positive spiral? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably unaware. Pattern interruption of giving 9 when receive 2 makes them realize. Don’t get that going negative spiral.

Remember flow requires respect. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. If really want to create flow within organization, work together like relay game. I run first, you get baton, you run. Foundation of lean is teamwork and respect because all about flow and we’re dependent on each other.

If implementing lean, be 10. Flow creation goes so much faster instead of being grumpy old man being 1.

On we go.

FAQ

What is the respect scale?

1 to 10 scale where 1 is terrible respect, 10 is treating someone like king or angel. Give words meaning with stories demonstrating what is 1 and what is 10. Then can talk about respect using scale. Met woman at shop, she was 10. Met old man, he was 2. Stories add up to understanding of respect.

What’s example of a 1 on respect scale?

Dad wanted to join gym. Motivated. Doing his best. Wanted to celebrate with fika after first workout. Niklas told him: you haven’t moved, you’re not even sweaty, you think you’re going to lose weight? Dad looked like wet dog. Took bag and left. Could see he was really sad. That’s 1.

What’s example of a 10 on respect scale?

Years later, dad sick in hospital. Niklas drops everything. Flies to be with him. Stays by his side. Shows him he matters. Treats him with dignity and respect. That’s 10.

How do you trigger positive spirals instead of negative spirals?

If run into 1 or 2, choice is: shall I give them 1 back starting negative spiral? Or shall I give them 9 triggering positive spiral? They probably have reason for being grumpy. Have no clue what they experienced. 1 and 2 are probably 100% unaware. Pattern interruption of giving 9 when receive 2 usually makes them realize they were asshole. Don’t get that going negative spiral.

Why does flow require respect?

If really want to create flow within organization, work together like relay game. I run first, you get baton, you run. Cannot give baton with 1 or 2. Give them with 8, 9 or 10. That’s how you create flow. Foundation of lean is teamwork and respect because all about flow and we’re dependent on each other.

 

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.

How To Fire Someone!

Posted on by Danny Jiménez⁩
Read 26 min

Are You Firing Them Right or Shaming Them?

You need to terminate someone. Haven’t documented anything. No action plan. No HR consultation. Call them into office. Say: we’re firing you because your behavior just hasn’t been fixed and you’re just not good employee for us. You’ve literally just shamed that person. Different from doing it right. You’re being terminated because after extensive alignment and development with you, we together haven’t found way to align culturally and we together are not good fit and this isn’t working in position and we’re 100% certain that you would be happier somewhere else and that this is best for company and you’re being terminated as such because we respect you and respect ourselves. That’s lot different message than shaming them personally. Then shut up. Do not say anything else. Cannot start rambling on. Just going to make situation worse. Let them process. Let them get emotional. Let them respond. Once it’s done, work from there. Answer factual questions. Get paperwork done. HR can coach you. Listen to what they have to say. Cover anything essential. Wrap it up graciously. Make sure professional. Stick to facts. Anchor back to respect for people. Do not under any circumstances get emotional. That’s pattern for how to terminate somebody. Problem is we keep people in unhappy situations because we think it’s about punishment. Anchor it back to punishment too often when it’s just not about that. Don’t do it right. Don’t get documentation. Get emotional. Don’t shut up after saying facts. Don’t let person have their reaction. However they react has nothing to do with us. That’s their life.

Here’s what most leaders miss. They think terminating someone is punishment. So they avoid it. Keep people in wrong positions. Everyone unhappy. Team suffers. Person suffers. Or they finally do it but shame person. Fire them because behavior hasn’t been fixed. Fire them because they’re not good employee. Fire them because they’re problem. That’s shaming. That’s punishment mindset. Different from respect mindset. This person not going to be happy. Even though they don’t currently have perspective allowing them to resign or quit, it’s my job to enable them right environment so they can live remarkable life. If that takes me making hard decisions and having hard conversations, so be it. Not punishment. Respect. We together haven’t found way to align culturally. We together are not good fit. You would be happier somewhere else. This is best for company and for you. Because we respect you and respect ourselves. That’s respect mindset. That’s doing it right.

The challenge is most leaders never learned how to terminate properly. They think it’s about punishment so they avoid it until can’t avoid it anymore. Then do it emotionally without documentation. Or they shame person. Or they ramble on trying to sugarcoat after saying facts. Or they don’t let person process. Start talking immediately. Get themselves in trouble. Different from leader who prepared. Talked to HR. Created action plan with specific consequences. Wrote down exactly what to say. Rehearsed before meeting. Said two very factual contextual sentences. Then shut up. Let silence sit. Let person process. Let them get emotional. Let them respond. Answered factual questions. Wrapped it up graciously. Professional. Stuck to facts. Anchored to respect. Never got emotional. That’s terminating someone right. That’s respecting them enough to invite them to go somewhere else where they’ll be happier.

It’s All About Respect, Not Punishment

Whether it’s teaching, coaching, setting clear expectations, consequences, writing somebody up, repositioning somebody, getting them on different seat on bus or terminating them, it’s all about respect.

Respect for people concept is really big because if we go at anything from mental mindset of punishment, we’re just gonna fail. We’re not gonna do it. Actually, lot of us are so sweet that we’re not even gonna do it.

If we say we have to fire somebody and base it on thought that possibly it comes from punishment standpoint, we’re just not gonna do it and we’re not gonna do it successfully.

So we have to really prep ourselves and get in state and remind ourselves: this person is not gonna be happy. And even though they don’t currently have perspective that will allow them to resign or quit, it’s my job to enable them right environment so that they can live remarkable life. If that takes me making hard decisions and having hard conversations, then so be it.

Documentation and Action Plans First

Always talk to your human resources department. They’ll know what to do. They have really good training, and they can anchor back to other professionals.

When you do action plan, write down specific consequences. If we can’t get this figured out, then this position is not working, and we’ll have to either look at role or repositioning you into different role or termination. There’s nothing wrong with that.

This is about respect. This is about not wasting people’s time. You can even say: I am here so that I don’t waste your time. I want you to live remarkable life, and I care about you personally. Right now, with your skills in this position, something’s not matching up. If we can’t get there, it has nothing to do with you.

Some companies tolerate certain things. Hey, this is who you are. I’m not here to say that’s bad. I’m just saying that we have to match company culture with you and who you are, and I know there are companies out there that will love to have your skills. We just have to see if we’re match, and I’m going to find that out so that I don’t waste any of your time where you could be in organization that’s happy or where you could be happier here and we have more alignment.

Make sure that you set those specific consequences. Just be open about it.

Questions Before Terminating

When it becomes point where it’s like, this is not going to work, ask yourself these questions. You can get these questions from book Beyond Entrepreneurship 2.0:

  • Does their position hold potential for high risk if it’s not executed properly?
  • Does their position have potential for high returns for customer satisfaction or financially if it was done well?
  • Is their position on team affecting rest of company or team?
  • How would you feel if they left tomorrow?
  • Would you hire them again?

These are really good questions to determine if it’s just time.

Other most important question: have you given everything and looked at everything but them and their behavior before you totally blamed it on their behavior? Then you can really be confident in your decision.

How to Actually Terminate: Say Facts, Then Shut Up

When you meet with that person, and typically you might want to have somebody else there, not just as witness but to make sure you’re doing it right, say: okay, we’ve decided to terminate your position and to part ways. This is based on premise that we together are not cultural fit or we’re terminating that position or because we just haven’t met our goals, we feel like we’d be happier somewhere else. But 100%, this is final decision. So what we need to talk about now is what we do from here.

Go ahead and break perceived bad news in logical and factual way. State reason for termination in just few sentences and then tell person directly that they’ve been terminated.

Now, you’ll want to start talking. Don’t. Say two sentences and let there be silence. Let that person process. Don’t start sugarcoating. Don’t start doing all blah blah blah. You’re going to get yourself in trouble if you do that.

Rehearse this before you start it. Say two very factual contextual sentences.

Here’s difference: we’re firing you because your behavior just hasn’t been fixed and you’re just not good employee for us. You’ve literally just shamed that person.

But let me reword it: you’re being terminated because after extensive alignment and development with you, we together haven’t found way to align culturally and we together are not good fit and this isn’t working in position and we’re 100% certain that you would be happier somewhere else and that this is best for company and you’re being terminated as such because we respect you and respect ourselves.

That’s lot different message than shaming them personally.

But once you say those two sentences, shut up. Do not say anything else. You cannot start rambling on. It’s just going to make situation worse.

Let them process. Let them get emotional. Let them respond. Let them whatever and then once it’s done, you can work from there. You can answer their factual questions. Get all paperwork done. HR can coach you.

Listen to what they have to say. Cover anything essential and then wrap it up graciously and make sure that it’s professional and that you stick to facts and anchor it back to respect for people and what is factually going on. Do not under any circumstances get emotional.

The System Failed You

Let’s be clear. When leaders avoid terminating people or do it wrong, it’s not entirely their fault. The system failed by teaching termination is punishment. Nobody showed that it’s actually respect. Enabling them right environment so they can live remarkable life elsewhere. Nobody explained that if that takes making hard decisions and having hard conversations, so be it. The system taught avoid firing people when actually respect them enough to invite them to go somewhere else where they’ll be happier.

The system also failed by not teaching to document and create action plans first. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Always talk to HR. They have good training. When you do action plan, write down specific consequences. If we can’t get this figured out, position not working, we’ll look at repositioning or termination. This about not wasting people’s time. The system taught wing it when actually prepare documentation and action plans.

The system fails by not teaching how to actually terminate. Say two very factual contextual sentences. Then shut up. Do not say anything else. Cannot start rambling on. Let them process. Let them get emotional. Let them respond. We’re firing you because your behavior hasn’t been fixed is shaming them. You’re being terminated because after extensive alignment we together haven’t found way to align culturally and you would be happier somewhere else is respecting them. The system taught say whatever comes to mind when actually rehearse two factual sentences, say them, then shut up.

The Challenge

Here’s your assignment. Stop avoiding terminations or doing them wrong. Start respecting people enough to enable them to go where they’ll be happier.

Change mental mindset from punishment to respect. This person not going to be happy. Even though they don’t have perspective allowing them to resign, it’s your job to enable them right environment so they can live remarkable life. If that takes making hard decisions and having hard conversations, so be it. Not punishment. Respect.

Document and create action plans first. Always talk to HR. They know what to do. Write down specific consequences. If we can’t get this figured out, position not working, we’ll look at repositioning or termination. Be open about it. This about not wasting their time. Want them to live remarkable life. Care about them personally.

Ask questions before terminating. Does position hold potential for high risk? High returns? Is position affecting rest of team? How would you feel if they left tomorrow? Would you hire them again? Most important: have you given everything and looked at everything but them before totally blaming their behavior?

Rehearse what you’ll say. Two very factual contextual sentences. You’re being terminated because after extensive alignment and development, we together haven’t found way to align culturally and we together are not good fit and this isn’t working and we’re 100% certain you would be happier somewhere else and this is best for company and for you because we respect you and respect ourselves.

Say those two sentences. Then shut up. Do not say anything else. Cannot start rambling on. Let silence sit. Let them process. Let them get emotional. Let them respond. However they react has nothing to do with you. That’s their life.

Once done, answer factual questions. Get paperwork done. Listen to what they have to say. Cover anything essential. Wrap it up graciously. Make sure professional. Stick to facts. Anchor to respect for people. Do not get emotional.

When somebody needs to be respected enough to be invited to go somewhere else, get it done. Make yourself little checklist. Write things down. Practice ahead of time. Follow what you’ve written. Always contact HR.

At end of day we love and cherish and adore and respect people and that is why we make these decisions.

On we go.

FAQ

Why is termination about respect, not punishment?

If we go at anything from mental mindset of punishment, we’re just gonna fail. Not gonna do it successfully. Have to prep ourselves: this person not gonna be happy. Even though they don’t have perspective allowing them to resign, it’s my job to enable them right environment so they can live remarkable life. If that takes hard decisions and hard conversations, so be it. Not punishment. Respect.

What questions should you ask before terminating?

Does position hold potential for high risk if not executed properly? Does position have potential for high returns if done well? Is position affecting rest of team? How would you feel if they left tomorrow? Would you hire them again? Most important: have you given everything and looked at everything but them before blaming their behavior?

How do you actually terminate someone?

Rehearse two very factual contextual sentences. You’re being terminated because after extensive alignment we together haven’t found way to align culturally and we together are not good fit and this isn’t working and we’re 100% certain you would be happier somewhere else and this is best for company and for you. Say those sentences. Then shut up. Do not say anything else. Let them process. Let them get emotional. Let them respond.

What’s wrong with saying “we’re firing you because your behavior hasn’t been fixed”?

You’ve literally just shamed that person. Different from: you’re being terminated because after extensive alignment we together haven’t found way to align culturally and you would be happier somewhere else because we respect you. That’s lot different message than shaming them personally. Anchor to respect for people, not punishment.

What should you do after saying the termination sentences?

Shut up. Do not say anything else. Cannot start rambling on. Just going to make situation worse. Let them process. Let them get emotional. Let them respond. However they react has nothing to do with you. That’s their life. Once done, answer factual questions. Get paperwork done. Wrap up graciously. Stay professional. Stick to facts. Do not get emotional.

 

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.

Elevating Construction Superintendents – Period 3

Posted on by Danny Jiménez⁩
Read 21 min

Are You Sending Them Home or Letting It Slide?

You see worker without safety glasses. What do you do? Let it slide? Give warning? Most superintendents let it slide. Or give warning. But here’s what you should do: send them home for day. Say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and you can come back tomorrow for orientation, unless it’s major violation. Send email to their company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained. Offer for them to come back through orientation if not major violation. Log name and violation on log to track repeat offenders or folks who cannot come back. If minor, they come back through orientation. If they do it again, they cannot come back. If serious violation that could have killed them, they cannot come back. Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. If you implement zero tolerance on site, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field. But most superintendents think that’s too harsh. Think sending someone home for safety glasses is overreaction. Think it will cause problems with trades. Think it’s not worth the fight. And that’s why their sites have safety incidents. Workers not wearing fall protection properly. Materials delivered late and unstaged. Sites filthy. Non-quality work left uncovered. Because they let safety glasses slide, they let everything slide. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger. Start with safety glasses. Has psychological effect. Sets standard of behavior on site.

Here’s what most superintendents miss. They think zero tolerance is harsh. Too strict. Will cause problems. But actually zero tolerance creates remarkably well-run projects. Fewer safety incidents. Less babysitting. Because once your eyes are opened to waste, it becomes annoyance difficult to ignore. DOWNTIME acronym for 8 wastes: Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Every waste you see should annoy you. And 5S for cleanliness and organization: Sort, Set in order, Shine, Standardize, Sustain. But teams don’t enforce standards because think it’s too harsh to send someone home for safety glasses. So they let it slide. Then let fall protection slide. Then let deliveries slide. Then let cleanliness slide. Then let quality slide. Then wonder why project has safety incidents and chaos when answer is they never held line. Never enforced standard. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s psychological effect and behavioral trigger.

The challenge is most superintendents never learned zero tolerance is what creates well-run projects, not what destroys them. They think sending people home causes problems with trades. Think it’s overreaction. Think it’s not worth fight. But that’s backwards. Letting it slide is what causes problems. Creating culture where violations accepted is what creates chaos. Not enforcing standards is what requires constant babysitting. Zero tolerance is what creates self-sustaining culture. Hold line. Don’t budge. Be strict. In few weeks, site upholds standard without oversight. But superintendents afraid to enforce, wonder why sites chaotic when answer is they never created culture of accountability starting with simple thing like safety glasses.

Learn the 8 Wastes: DOWNTIME

Earlier mentioned 8 wastes of construction that supervisor must know. Good way to memorize them is use acronym DOWNTIME. They are as follows:

Defects: Waste caused by rework, scrap, incorrect or insufficient information.

Overproduction: Waste caused by making more than is required, or more than is required right now.

Waiting: Waste caused by wasted time, waiting for next process step to occur.

Non-utilized Talent: Waste caused by failure to tap into knowledge and expertise available in organization.

Transportation: Waste caused by unnecessary movement of products and materials.

Inventory: Waste caused by products or materials sitting on project site, not being used or installed.

Motion: Waste caused by excess movement by people such as walking around and being on treasure hunts.

Extra Processing: Waste caused by working something over more than once, or having waste in value stream.

Once your eyes are opened to waste, it becomes annoyance that is difficult to ignore. Waste should bother you. Should make you want to eliminate it. Every instance of DOWNTIME should trigger response to fix root cause.

5S: Sort, Set in Order, Shine, Standardize, Sustain

Five S’s are principles to maintain cleanliness and organization on project site. They are:

Sort: Remove what is not needed. Get rid of unnecessary items, tools, materials cluttering workspace. Only keep what’s essential for current work.

Set in Order: Organize what remains. Everything has place. Everything in its place. Create logical arrangement enabling efficient work flow.

Shine: Clean your area in detail. Sweep, wipe down, remove debris. Clean workspace enables seeing problems and maintaining standards.

Standardize: Create standard procedures for maintaining first three S’s. Make it routine. Build into daily habits and expectations.

Sustain: Continue the practice. Don’t let it slip. Maintain standards over time. Make it part of culture, not one-time event.

5S creates environment where waste is visible, problems surface quickly, and teams can work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision.

Zero Tolerance: Starting with Safety Glasses

If honest mistake that could not have been prevented by being mentally present, having good attitude and typical training, I would remind them. Starting with safety glasses is my preference. It has psychological effect. Sets standard of behavior on site.

If someone will not wear their safety glasses, they will not wear their fall protection properly. Important standards will be kept like minimum standards are kept. It is mental and behavioral trigger.

Enforcement of:

  • On-time deliveries.
  • Organization.
  • Just-in-time deliveries and intentional staging of materials.
  • Perfect cleanliness.
  • Not covering or leaving non-quality work.

Everyone on site must set example and enforce policy. Orientation should explain approach to everyone. Daily safety huddles should remind people and train them on standards.

If someone is observed violating, you say to them: because I care about your safety, we need to give you time to focus, retrain, or plan work. So let’s have you go home for day and you can come back tomorrow for orientation, unless it is major violation.

Send email to that person’s company explaining why that person was allowed to go home for their own safety and benefit of their family. Ask that person is retrained and offer for them to come back through orientation if not major violation.

Log name and violation on log to track repeat offenders or folks who cannot come back.

If it is minor, they come back through orientation. If they do it again, they cannot come back. If it is serious violation that could have killed them, they cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. And in few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance on site, you can have remarkably well-run project. You will have fewer safety incidents and have less need for babysitting in field.

The System Failed You

Let’s be clear. When superintendents let safety violations slide, it’s not entirely their fault. The system failed by teaching that zero tolerance is too harsh. Nobody showed that sending someone home for safety glasses creates psychological effect and behavioral trigger. Nobody explained that if someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. The system taught give warnings when actually hold the line.

The system also failed by not teaching the 8 wastes using DOWNTIME acronym. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once eyes opened to waste, becomes annoyance difficult to ignore. Should bother you. Should trigger response to eliminate it. The system taught tolerate waste when actually eliminate it.

The system fails by not teaching 5S creates self-sustaining culture. Sort, Set in order, Shine, Standardize, Sustain. Creates environment where waste is visible, problems surface quickly, teams work efficiently. Without 5S, sites become cluttered, disorganized, unsafe. With 5S, sites run smoothly with less supervision. But teams never taught this wonder why sites chaotic when answer is they never implemented 5S creating foundation for organization.

The Challenge

Here’s your assignment. Stop letting violations slide. Start implementing zero tolerance.

Learn the 8 wastes using DOWNTIME acronym. Defects, Overproduction, Waiting, Non-utilized talent, Transportation, Inventory, Motion, Extra processing. Once your eyes opened to waste, it becomes annoyance difficult to ignore. Let it bother you. Trigger response to eliminate root cause. Every instance of DOWNTIME should make you want to fix it.

Implement 5S for cleanliness and organization. Sort (remove what’s not needed). Set in order (organize what remains). Shine (clean area in detail). Standardize (create standard procedures). Sustain (continue practice over time). Make it part of culture, not one-time event. Creates environment where waste visible, problems surface quickly, teams work efficiently.

Start zero tolerance with safety glasses. Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger.

When someone violates, say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Let’s have you go home for day and come back tomorrow for orientation, unless major violation. Send email to company explaining why allowed to go home for their safety and family’s benefit. Ask person is retrained. Offer to come back through orientation if not major violation.

Log name and violation to track repeat offenders. If minor, come back through orientation. If they do it again, cannot come back. If serious violation that could have killed them, cannot come back.

Hold the line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained.

If you implement zero tolerance, you can have remarkably well-run project. Fewer safety incidents. Less need for babysitting in field.

On we go.

FAQ

What are the 8 wastes using DOWNTIME acronym?

Defects (rework, scrap, incorrect information), Overproduction (making more than required right now), Waiting (wasted time waiting for next process), Non-utilized talent (failure to tap into knowledge), Transportation (unnecessary movement of products), Inventory (materials sitting not being used), Motion (excess movement by people), Extra processing (working something over more than once).

What is 5S?

Sort (remove what’s not needed), Set in order (organize what remains, everything has place), Shine (clean area in detail), Standardize (create standard procedures for maintaining first three), Sustain (continue practice over time, make it culture). Creates environment where waste visible, problems surface quickly, teams work efficiently.

Why start zero tolerance with safety glasses?

Has psychological effect. Sets standard of behavior on site. If someone won’t wear safety glasses, they won’t wear fall protection properly. Important standards kept like minimum standards are kept. It’s mental and behavioral trigger for all other standards: on-time deliveries, organization, just-in-time staging, perfect cleanliness, not leaving non-quality work.

What do you do when someone violates zero tolerance?

Say: because I care about your safety, we need to give you time to focus, retrain, or plan work. Go home for day, come back tomorrow for orientation unless major violation. Send email to company explaining why. Ask person is retrained. Log name and violation. If minor, come back through orientation. If do it again, cannot come back. If serious violation that could have killed them, cannot come back.

How long does it take for zero tolerance to work?

Hold line. Don’t budge. Be strict. Calm trade partners. In few weeks, site will uphold standard without lot of oversight. Every new wave of contractors will have to be trained. Remarkably well-run project. Fewer safety incidents. Less babysitting.

 

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.

Elevating Construction Superintendents – Period 1

Posted on by Danny Jiménez⁩
Read 22 min

Are You Writing It Down or Forgetting It?

You walk the project site. See something needs fixing. Make mental note. Observe safety issue. Notice material problem. By afternoon, forgot half of what you saw. That’s why general superintendent on $150 million prison kept voice recorder on his person. Walked buildings observing things. Recorded verbal notes. Things to do. Things to delegate. Things to follow up on. Returned to office. Transcribed notes onto to-do list. Never a time he observed something when he did not write it down for follow-up and action. We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Nobody so intelligent or sharp they don’t need to write down to-do items. If somebody tries to remember specific items, those things stored in active memory causing stress and reducing capacity to be mentally present. Bottom line: if you don’t make note of it, more than likely it isn’t going to get done. People who cannot remember assignments are hazardous to team because they burden others with their responsibilities. If he or she didn’t write it down, it ain’t going to happen.

Here’s what most superintendents miss. They trust their memory. Walk site making mental notes. Confident they’ll handle it all. But by afternoon half is forgotten. Items get neglected. People get burdened. There is absolutely no way person can remember all things to be done. Absolutely no way person with good memory can remember to follow up at exact time with right context. Senior builders walking site look to see if person writing things down. That’s first test. People who always forget do not succeed. Employees who remember and follow up will be fulfilled and successful, will receive additional assignments and promotions because they can be counted on to execute.

The challenge is most superintendents never developed mission, resolutions, and habits supporting success. Success without fulfillment is ultimate failure. Tony Robbins said that. Story of distinguished leader who developed list of resolutions early in life. By age 14, already aware of mission he wanted to fulfill. Jotted down resolutions describing chosen behaviors, how he would dress, how he would conduct himself. Outlined moral and ethical resolutions. Kept that list on his person throughout life. Referred to it as anchor to success. People with no direction stagnate in career. Need mission. Need resolutions. Need habits.

Create Your Mission, Resolutions, and Habits

Acting as supervisor is one of most strenuous roles in construction. To be successful, must create mission for personal life and work, examine ability and resolve to carry out mission, set up habits that support effort to reach goals.

Success without fulfillment is ultimate failure. Author Mark Devine in Unbeatable Mind describes mapping out vision of success. Challenged everyone to think about what we would want people to say about us when deceased, eulogies spoken at funerals, what we could look back on with pride.

Ponder these things:

  • Could you outline what you want your life to mean?
  • Can you name unique talents world needs that only you can give?
  • What would you have to do consistently to accomplish that mission?
  • What habits must you develop to be remarkable?

Create mission statement and list of resolutions based on who you want to be. Think of virtues, values, ethics, role models, mentors. Write those down and refer to them daily. Your success is ensured when correct principles are consistently implemented.

Write Everything Down: The Voice Recorder Story

One of first steps is habit of note-taking. Every great builder has to discern system that will trigger them to perform specific tasks, follow up on critical items, direct efforts.

Years ago, encountered general superintendent responsible for $150 million prison. Was working as new field engineer. Would walk with superintendent through buildings. Would see him observe something and utilize small voice recorder to take verbal notes. After many brief recordings, he would return to office and transcribe notes onto to-do list.

Never a time he observed something when he did not write it down for follow-up and action.

Any time senior builder walks site with worker and moment comes to delegate item, first thing mentor will do is look to see if person writing it down.

We often hear: I have a good memory, I don’t need to write it down. These are most unorganized people. Can guarantee they will neglect key items. Nobody so intelligent, so sharp, or with good enough memory that they don’t need to write down to-do items.

If somebody tries to remember items, those things stored in active memory causing stress reducing capacity to be present or remember additional items needed in moment.

People who cannot remember assignments and don’t follow up in appropriate timeframe are hazardous to team. Conversely, employee who remembers and follows up will be fulfilled and successful, will receive additional assignments and promotions.

Try this: for at least 60 days, write down everything you think needs to be done, everything delegated to you, everything you were told to do. Reference list at least three times throughout day.

The $300,000 Sewer Line: Honesty Always Wins

Honesty and integrity are principles inseparable from character of true leader. Integrity means always do right thing no matter who is watching. Honesty means always tell truth.

Remember time when was assistant superintendent responsible for site utilities. Had to supervise installation of underground electrical, coordinate sewer and duct bank, oversee installation.

When time to install sewer line, realized duct bank was in way. Immediate options offered would allow running sewer line through conduits out of code without inspector knowing. Installation required two-foot separation between duct bank and sewer line.

Instead of cutting corners, decided to be open and honest with project team. Told lead superintendent exactly what happened. He was disappointed but appreciated honesty. Fix was to install lift station to correct issue. Cost $300,000 from project contingency.

One of largest mistakes in career, but was soon released from burden because had been honest and open, had acted with integrity.

If someone is not honest, they will hide mistakes, blame others, never get to root cause. Will be haunted by mistakes showing up at wrong time causing waste and variation. Leader who does not speak with honesty will be cancer to team. Those types always end up demoted, punished, or terminated.

After realizing mistakes, immediately make contact with someone, bring problems to surface. Ignore impulse to hide error. Do not think, even for minute, to be dishonest in any way. Admit to mistakes and act with integrity.

Here is promise: you will never be hindered in your career, ever, if you are honest and act with integrity. You will always be able to take that next step, improve, act in manner that will bring success and fulfillment.

Morals and Ethics Create the Foundation

These may be human traits people think should be left to preachers and teaching of parents, but are unequivocal part of your character. Morals and ethics create foundation. Without them, all other success will fail.

When was new lead field engineer in Austin, Texas, found myself experiencing difficulty because was not honest. Did not have moral code. Did not do ethical things. Existed in that state for three years, but found way out with discovery of religious texts that introduced leadership.

Everyone on site needs code of ethics and sense of morality to make ethical and moral decisions. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. If we do not have firm foundation, we have no defense should we ever be accused of being dishonest or unethical.

Return to your roots and give scrutiny to your life from moral and ethical perspective. Seek self-help books. If you have spiritual or religious affiliation, continue those habits to strengthen dedication. If deficit in ethics and morals, educate yourself on ways to improve.

Best thing person can do to be successful in construction is become familiar with personal beliefs and dedication to religion or spiritual well-being. So many times people have to be let go, disciplined or demoted because they do not have moral or ethical background.

If you have foundation, you will never be caught by surprise. Will be able to make moral and ethical decisions, always know and do right thing, make better decisions. Will be looked up to as person of character, ready to change lives of many people.

The System Failed You

Let’s be clear. When superintendents trust memory instead of writing things down, it’s not entirely their fault. The system failed by not teaching that there is absolutely no way person can remember all things to be done. Nobody showed that if didn’t write it down, it ain’t going to happen. General superintendent with voice recorder never forgot anything. The system taught trust your memory when actually write everything down.

The system also failed by not teaching to create mission, resolutions, habits. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Success without fulfillment is ultimate failure. Need mission for life and work. Need resolutions describing behaviors. Need habits supporting goals. Distinguished leader at 14 created resolutions, kept on his person, referred to as anchor to success. The system taught just work hard when actually need mission, resolutions, habits.

The system fails by not teaching honesty and integrity are non-negotiable. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest. Cost $300,000. One of largest mistakes but released from burden because had been honest. You will never be hindered in career if honest and act with integrity. Leader who does not speak with honesty will be cancer. The system taught hide mistakes when actually bring problems to surface.

The Challenge

Here’s your assignment. Stop trusting memory. Start writing everything down.

Find system that works. Voice recorder. Notebook. Phone app. For 60 days, write down everything you think needs done, everything delegated, everything you were told to do. Reference list three times throughout day. If didn’t write it down, it ain’t going to happen.

Create mission, resolutions, habits. Outline what you want life to mean. Name unique talents world needs that only you can give. What would you do consistently to accomplish mission? What habits must you develop? Write those down. Refer daily. Success ensured when correct principles consistently implemented.

Always act with honesty and integrity. Do right thing even if no one watching. After realizing mistakes, immediately make contact, bring problems to surface. Ignore impulse to hide error. Do not think to be dishonest. Admit mistakes. Act with integrity. Practice is only way to establish right character.

Build foundation of morals and ethics. Who we are is more important than what we think we ought to do. Return to your roots. Give scrutiny to life from moral perspective. Seek self-help books. Continue spiritual or religious habits. If deficit, educate yourself.

You will never be hindered in career if honest and act with integrity. Always able to take next step, improve, act in manner bringing success and fulfillment.

On we go.

FAQ

Why is writing everything down so important?

No way person can remember all things to be done or follow up at exact time with right context. Trying to remember stores things in active memory causing stress reducing capacity. If didn’t write it down, it ain’t going to happen. People who cannot remember are hazardous to team.

What’s the voice recorder story?

General superintendent on $150 million prison kept voice recorder. Walked buildings observing. Recorded verbal notes: things to do, delegate, follow up. Returned to office. Transcribed notes to to-do list. Never observed something when didn’t write it down.

How do you create mission, resolutions, habits?

Outline what you want life to mean. Name unique talents world needs. What would you do consistently to accomplish mission? What habits must you develop? Create mission statement and resolutions. Write down. Refer daily. Success ensured when principles consistently implemented.

What’s the $300,000 sewer line story?

Assistant superintendent coordinating utilities. Duct bank in way of sewer line. Options offered to run out of code without inspector knowing. Instead, was honest with team. Fix was lift station costing $300,000 from contingency. Largest mistake but released from burden because honest and acted with integrity.

Why are morals and ethics important?

Create foundation. Without them, all other success fails. Who we are is more important than what we think we ought to do. Need foundation built on doing right thing and personal integrity. Leader who does not speak with honesty will be cancer to team. Always end up demoted, punished, or terminated.

 

 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.

Elevating Construction Superintendents – Part 3

Posted on by Danny Jiménez⁩
Read 25 min

Are You Keeping The Plan In Your Head or Sharing It?

You say: I don’t need to communicate schedule or hold site huddles with trades because I have plan in my head. I will just communicate with everyone individually. We don’t need meetings. That’s destructive. That’s unhealthy to working relationships with trade partners. It’s worked for so many years because it’s simply been status quo. But here’s what’s really happening. You’re focused on your work only. Planning to keep knowledge in your head and work things out in field by yourself. Why? Two possible suggestions: desire for control and credit. You want to control distribution of information. You want credit for carrying out work yourself. That’s taker mentality. What we need are givers, people willing to give of their time and knowledge to help throughput of communication. When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information that only he or she has. It’s destructive and unhealthy. Alternative is well-communicated plan and schedules shared and coordinated in meetings. Production tracking with PPC scores. Visual systems everyone can see. That’s focused on throughput of communication, not individual control or individual credit.

Here’s what most superintendents miss. They think keeping plan in head shows intelligence. Shows they’re indispensable. Shows they’re in control. So they avoid meetings. Communicate individually. Keep schedule to themselves. But actually that’s taker mentality. Desire for control and credit. Trade partners on site confused. Without direction. Not productive. Waiting for superintendent. That wastes valuable time. Different from superintendent who runs effective meetings. Has clear purpose. Prepares beforehand. Hooks them from outset. Keeps their attention. Sensitive about people’s time. Provokes conflict getting healthy discussion. Shares plan on visual boards. Tracks production with PPC scores. Makes commitments weekly. Removes roadblocks fanatically. Creates flow. Trade partners know plan. Can see it. Can act on it. Don’t have to wait for superintendent to come save day. That’s giver mentality. That’s throughput of communication. That’s flow.

The challenge is most superintendents never learned how to hold effective meetings. Never learned production tracking with percent plan complete. Never learned visual systems creating flow. So they default to keeping plan in head. Communicating individually. Thinking that’s how it’s done. But meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Off-topic tales designed to boost ego. Someone airs grievances that should be taken directly to superintendent. Agendas so boring they could double as prescription for narcoleptic. None acceptable. Meetings should be effective, engaging, upbeat. Should have healthy conflict in form of honest discussion about important issues. Should keep everyone’s attention. Well-run meetings are amazing. But superintendents never learned this, so avoid meetings entirely, keep plan in head, wonder why trade partners confused and project lacks flow when answer is they’re clinging to control and credit instead of sharing plan creating throughput of communication.

Hold Effective Meetings: Six Keys

First, have clear purpose for meeting. What do we want people to know or feel after it’s done? If meeting has no purpose, cancel it. If someone else asked you to hold meeting for them and there is no apparent purpose, cancel it. If you hold meeting and attendees aren’t prepared to present information, reschedule so everyone is prepared. Must be aiming for outcome. I want people to know exact steps to getting air on for this building. I want all of us to brainstorm on root cause of accident so we can leave knowing how this will never happen again. Both examples of outcomes requiring meeting.

Second, prepare beforehand. Only most skilled leaders can lead impromptu meeting, and even then, it’s irresponsible habit. Be sure purpose of meeting is clear to all who will attend. Provide all attendees with agenda listing discussion points of who will present relevant information. Attendees will know what topics will be addressed. Won’t be tempted to interrupt because worried concerns won’t be covered. Will know order of who will speak. Who can leave when topics no longer apply. Having agenda gives leader time to prepare to facilitate discussion. Be aware of subjects that may invite off-topic comments. Leaders must be prepared to redirect discussion strayed from agenda. People in room are there at considerable sacrifice and cost to themselves and company. Make every second worth their time.

Third, hook them from outset. Must catch everyone’s interest and get thoughts flowing within first few minutes. Consider creating moment everyone in room will remember. Joke. Video. Call to action. Something that will stick in minds. Keep it relevant to what will be discussed. Get them energized and ready to tackle topic. How you start is likely how you will continue. Get their attention and focus immediately.

Fourth, keep their attention. Do not guide meeting based only on content. Base flow of meeting on energy and attention of room. If losing people, speak louder, faster, or in more interesting way. If they’re bored because topic thoroughly discussed, move on. Ask question and get them talking. Whatever you do, don’t lose group and don’t lose control. If someone outright distracting or disruptive, call them out and stir conversation back to topic. Do it politely, but do it. Wasting time of group is disrespectful. Artful master of meetings will keep people’s attention and think on fly so discussion does not lose momentum.

Fifth, be sensitive about people’s time. Let people know in advance how long you think meeting will last. Then if meeting is done, end it. Do not wait for initially planned for end of time to arrive. We are trying to create remarkable experience in our meetings. Nothing dulls that more than being stuck in conference room when you could be acting on information you’ve received.

Finally, provoke conflict. If your team is not having healthy discussions at meetings and disagreeing with each other, then they do not trust each other. We need to mine for open discussion in every meeting. If everyone is just agreeing and not engaging, then they will only remember small fraction of information conveyed. We will have bottlenecked throughput of communication. Get them talking, arguing, offering solutions or problems, whatever it takes to get them to own and process plans and information presented in meeting. Everyone needs to weigh in and buy in.

Production Tracking: Percent Plan Complete

Problems on construction project belong to team. We need to see problems as soon as possible so they can be addressed quickly and effectively to minimize delays. No one should be trying to hide problems on job site. Problems can be found quickly through production tracking.

Master schedule with short interval schedules tied to milestones allows superintendents to quickly identify delays and shortages. Also allows them to predict future issues. Everyone should be anticipating roadblocks and potential problems as far into future as possible so we can continue to execute plans daily with consistent flow. Key to success is flow.

If we have pull plan that ties to milestone, we need to make commitments on weekly basis according to that pull plan. Every trade partner should make commitments as team for next day and next week, then track those commitments with daily progress reports. After tracking these commitments, performance should be graded.

In lean construction, there’s something called percent plan complete. PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, there will be PPC score tracking percentage of things committed to do as well as actually completed.

Tracking progress this way allows contractors to communicate reasons why they were unable to complete commitments so we can help them make corrections. Also allows us to grade overall performance and behaviors of organization and trade partners.

But main benefit of percent plan complete is to track and remove roadblocks to completion. Fanatical roadblock removal is key to any production tracking system. We need to gather this information regularly to create accountability.

Short Interval Scheduling Tied to Milestones

On some projects, work is complex enough that lead superintendent will work with superintendent level 1 or level 2. Lead superintendent is then in charge of planning and executing communication structure and work of entire project while level 1 and 2 superintendents will be focused on portions of work.

These components of overall project must be coordinated and executed according to their own schedules: short interval schedule. Level 1 and 2 superintendents responsible for focusing on details of these components for overall project. Will ensure work is done well, on time, with supplies and materials required.

Communication is essential between lead superintendent, project manager, and level 1 and 2 superintendents to make sure short interval schedules are completed at specific points or milestones of overall schedule. If completed in timely manner, overall project can continue to move forward. But delay disrupts entire construction schedule.

The System Failed You

Let’s be clear. When superintendents keep plan in head instead of sharing it, it’s not entirely their fault. The system failed by teaching that meetings waste time. Nobody showed that keeping things in head is about control and credit, not efficiency. Nobody explained that trade partners confused, without direction, waiting for superintendent to come save day with information only he or she has is destructive and unhealthy. The system taught keep plan in head when actually share plan creating throughput of communication.

The system also failed by not teaching how to hold effective meetings. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Meetings waste time because aren’t run effectively. Head of meeting lets people wander into personal stories. Agendas boring. No one engaged. But meetings should be effective, engaging, upbeat. Should have healthy conflict. Should keep everyone’s attention. Well-run meetings are amazing. The system taught avoid meetings when actually run effective meetings with purpose, preparation, hooks, attention, time sensitivity, conflict.

The system fails by not teaching production tracking and visual systems. PPC scores track commitments and completions. Allow contractors to communicate reasons why unable to complete so we can help make corrections. Main benefit is track and remove roadblocks. Fanatical roadblock removal is key. Visual plans everyone can see. Not kept in superintendent’s head. The system taught individual control when actually create throughput of communication through shared visual systems and production tracking.

The Challenge

Here’s your assignment. Stop keeping plan in your head. Start sharing it.

Recognize when you’re clinging to control and credit. Saying: I don’t need to communicate schedule or hold site huddles because I have plan in my head. I will communicate individually. That’s taker mentality. Desire for control and credit. Trade partners confused. Without direction. Waiting for you. Wasting valuable time. That’s destructive.

Run effective meetings. Have clear purpose. What do we want people to know or feel after? If no purpose, cancel it. Prepare beforehand. Provide agenda. Hook them from outset. Catch everyone’s interest within first few minutes. Keep their attention. Base flow on energy and attention of room. Be sensitive about time. End when done. Provoke conflict. Mine for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

Implement production tracking. Make commitments weekly. Track with daily progress reports. Grade performance with PPC scores. Track amount of activities committed to and how many completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks. Fanatical roadblock removal is key.

Use visual systems. Well-communicated plan and schedules shared and coordinated in meetings. Not kept in your head. Visual boards everyone can see. Master schedule with short interval schedules tied to milestones. Allows quickly identifying delays and shortages. Predicting future issues. Anticipating roadblocks far into future.

Create flow. Key to success is flow. Quick proactive reactions allow contractors to widen circle and tell general contractor before problem grows. Every action flows to rhythm. If roadblock interrupts rhythm because of lack of materials, manpower, or information, disrupts flow. Makes us lose money. Puts us behind schedule. Causes unintended consequences.

Stop being taker. Start being giver. Willing to give of your time and knowledge to help throughput of communication. Focused on throughput, not individual control or credit. That’s how you create flow.

On we go.

FAQ

Why is keeping the plan in your head destructive?

When superintendents keep things in heads instead of on visual plan, they cling to control, crave credit, waste valuable time. Trade partners confused, without direction, not productive because waiting for superintendent to come save day with information only he or she has. That’s taker mentality focused on individual control and credit instead of throughput of communication.

How do you hold effective meetings?

Have clear purpose. Prepare beforehand with agenda. Hook them from outset catching everyone’s interest. Keep their attention by basing flow on energy of room. Be sensitive about time, end when done. Provoke conflict mining for open discussion. Get them talking, arguing, offering solutions. Everyone needs to weigh in and buy in.

What is percent plan complete?

PPC scores track amount of activities you’ve committed to and how many have been completed. For each contractor in any given week and for any phase of work, PPC score tracks percentage of things committed to do as well as actually completed. Allows contractors to communicate reasons why unable to complete. Main benefit: track and remove roadblocks.

What is short interval scheduling?

Level 1 and 2 superintendents responsible for focusing on details of components for overall project. These components coordinated and executed according to their own schedules: short interval schedule. Must be completed at specific points or milestones of overall schedule. If completed in timely manner, overall project continues to move forward. But delay disrupts entire construction schedule.

How do you create flow?

Make commitments weekly. Track with daily progress reports. Remove roadblocks fanatically. Use visual systems everyone can see. Anticipate problems as far into future as possible. Quick proactive reactions allow contractors to widen circle before problem grows. Every action flows to rhythm. Don’t interrupt rhythm with lack of materials, manpower, or information.

 

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.

Elevating Construction Superintendents – Part 1

Posted on by Danny Jiménez⁩

Read 30 min

Are You Attacking or Defending?

General Patton declared: the Nazis are the enemy, wade into them, spill their blood, or they will spill yours. We are not army officers. But we are constantly at war with variation and waste. Patton’s quote rewritten for builder: waste and variation are the enemies. Wade into them, eliminate them, or they will eliminate you. All-out warfare on anything that does not add value is the only approach allowing us to reach full potential. Every day is battle against waste and variation. We are at war. Everything in construction process is literally trying to kill us on site or waste countless hours of time and money. Eliminate waste and variation. Waste and variation are intolerable. Sometimes necessary to endure them during pursuit of more urgent goal. But if you must temporarily endure them, be sure you never come to tolerate them. They should completely annoy you. Imagine someone scratched paint on your new truck in parking lot. Worked hard to save up for that truck. Hoped to drive it few months in pristine condition. Now someone carelessly opened car door into side. Chunk of paint missing in middle of dent. Not only damaged your door, but cowards didn’t leave note with insurance information. How do you feel? Can you feel that absolute hatred for situation? Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. How you should feel when you walk onto dirty project sites. When you open portable restrooms on site and see no toilet paper. When you see rebar laying around with no apparent purpose. Never defend. Always attack.

Here’s what most superintendents miss. They tolerate waste and variation. Dirty sites become normal. Missing toilet paper becomes expected. Rebar laying around becomes how things are. Inventory stockpiles get covered with mud and nobody cringes. Design changes get radioed to foremen stopping concrete pours and everyone just deals with it. Variation interrupts flow and teams shrug. Because they’re defending, not attacking. Defensive position is stagnation. Nobody ever defended anything successfully. There is only attack and attack and attack some more. Historically, defenses eventually fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. Like Constantinople built impenetrable defenses for thousand years, became complacent, eventually fell. Like Nazis conquered Europe with Blitzkrieg attack tactics, then had to defend 1,600 miles of coastland and everything changed. Attack enables quick victories. Defense handicaps and leads to eventual ruin. Construction same. Attack waste and variation aggressively. Never defend and tolerate them.

The challenge is most superintendents fall behind the 8-Ball stuck in firefighting mode. Being behind the 8-Ball in pool: cue ball positioned behind 8-Ball cannot get direct shot at other balls. No good move available. On project: failure to plan puts team behind 8-Ball preventing advancing. Once someone gets hurt because no advanced safety planning, project unmanageable. Team has no time to advance or overcome. Only react to circumstance. Team allowed project to become unclean and disorganized. Cannot instantly implement cleanliness habit because bad habits already formed. Time spent cleaning up after themselves leaves no time preventing future infractions. Being behind 8-Ball puts team in firefighting mode. Everything is emergency. Everyone’s job becomes putting out fires. Firefighter at work isn’t trying to avoid water damage. Isn’t hesitant about breaking down door. Isn’t focused on anything other than putting out fire. Hacks through roof, drenches home, damages anything in way to extinguish flames. Sometimes deemed safer to just let house burn down. When superintendents fall into firefighting mode, no room for preservation or prevention. Clock is ticking. Cannot sit down to strategize. Knee-jerk attempts to solve problems cause more damage to project. That’s defending. Not attacking.

  • The Eight Wastes: Your Enemies
  • There are eight recognized wastes in our industry:
  • Excess inventory.
  • Overproduction.
  • Wasted transportation.
  • Wasted motion.
  • Needless waiting.
  • Over-processing.
  • Defects.
  • Not using the combined skills of the team.

Consider inventory. Ever been on project where all fixtures or all rebar brought out only to sit, wait, get moved, damaged, reordered, move again, installed with defects, sold to owner who no longer has choice, then haunted during punch walks with everyone who tours building?

Remember last time you saw stockpile of rebar get completely covered with mud on site? Remember how it felt? It is all waste. The ignorance was waste, as was inventory, damage, and reordered materials. Lost productivity, added stress, missed football games at home while working late, lost profits, bad performance reviews, hindered careers, difficult and contentious conversations, lowered morale, lack of pride, sleepless nights is all waste. We should not tolerate it.

Variation: The Flow Killer

Let’s say you get started making dinner for family. Get all groceries, start burners, heat oven, mix ingredients, get halfway through cooking recipe. Kids now tell you they don’t want that meal. Spouse tells you he or she working late and can’t be home for dinner. Realize you’re missing eggs you need to make what kids really do want. In all confusion, you burned food that was on schedule. How do you feel? What do you do?

Variation is any interruption to flow of project. Happens when information or plans change, when commitments are not met, when consistency and flow are compromised.

Many in industry love creating variation for folks on site. Ever gotten word from architect to make change on site, picked up radio, called foreman, and changed plan? What happens next?

Think about concrete crew on site. Forms mobilized, rebar on way, layout performed, concrete and finishers scheduled, everything ready to go. Then you get call on radio: hold off on wall because there’s change. Or, please stop work because we forgot inspection. Or, we need to put bulkhead in different location because missing information about specific block out.Easy, right? Just stop. Just change. Just deal with it. We all know it isn’t that simple.

Form work was needed elsewhere. Schedule now behind. Just wasted all day mobilizing forms and must take them back. Have to cancel concrete. Oh yeah, they can’t reschedule for another two days, so just lost another two days. More rebar needs to be ordered, so office now interrupted. Suppliers left fighting fires. No one knows new plan. Morale goes out window. Engineers have to reconfigure layout. Work tomorrow needs to be rescheduled. Rest of week needs to be planned again.Variation is not easy. Not fun. Should not be tolerated. One seemingly minor change causes far more consequences than we realize, all at expense of our morale, personal lives, and all that we care about. Might be necessary at times to please owner or fix mistake, but should never be tolerated easily. Should make us cringe to create variation on site. Should embarrass us. We should shield people from it whenever possible.

Attack, Don’t Defend: The Patton Philosophy

Nobody ever defended anything successfully. There is only attack and attack and attack some more. Historically, defenses eventually fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe.

When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. If we must be in defensive position, we need to use that time to redirect and plan counterattack. Once group is on defensive, they are handicapped.Consider Nazis in World War II. Their Blitzkrieg tactics of attack enabled them to quickly conquer most of Europe. Tactics so effective that France was conquered in six weeks, Denmark conquered in mere six hours. However, once they found themselves as occupiers, Nazis had to change behavior from aggressive offense to defense. Had to defend 1,600 miles of coastland from impending Allied invasion.Prospect of defending such large area brought huge problems. Everything from not having steel and concrete needed to build defenses, to not having manpower to garrison them. When Patton had them on defensive, they had to help stragglers, destroy equipment and ammunition, obtain mobile supplies, regroup, try to rally time and again. So not only did they need to carry on normal necessities of war, but also had to re-establish critical momentum Patton’s army already had.

Behind the 8-Ball: Firefighting Mode

When we sink into defensive position on project sites, we find ourselves behind the 8-Ball. In game of 8-Ball Pool, black 8-Ball is last ball player sinks into pocket. Being behind 8-Ball refers to times when cue ball positioned behind 8-Ball and cannot get direct shot at other balls. In this situation, there is no good move available.

Failure to plan will put team behind 8-Ball and keep them from advancing on project. Consider project with no advanced safety planning or implementation. Once someone gets hurt, project is unmanageable. Team does not have any time to advance or overcome. Can only react to circumstance.

Likewise, when team has allowed project to become unclean and disorganized, they cannot instantly implement habit of cleanliness and organization because bad habits already formed. With all time spent going back and cleaning up after themselves, they do not have time to prevent future infractions.

Being behind 8-Ball puts team in firefighting mode. Everything is emergency. Everyone’s job becomes putting out fires.

Firefighter at work is not trying to avoid water damage. Isn’t hesitant about breaking down door. Isn’t focused on anything other than putting out that fire. When he enters burning building, he hacks through roof, drenches home, damages anything in way to extinguish flames. In some cases, deemed safer to just let house burn down.Same is true in life and work. When superintendents fall into firefighting mode, there is no room for preservation or prevention. When waste and variation are destroying our future work, clock is ticking. Cannot sit down to strategize. Knee-jerk attempts to solve problems often end up causing more damage to project.

Constantinople: Defensive Position Leads to Fall

In 324 AD, Roman Emperor Constantine chose existing city of Byzantium as new capital of Roman Empire. Named it Constantinople and built defenses that remained impenetrable for over thousand years.Residents of city relied on their location and fortifications as defense and over time became complacent. After centuries as one of finest cities in world, Constantinople became target of ongoing attacks from neighboring civilizations.

Eventually, weakened by political and religious infighting, economic downturns, and plague, great city finally fell in 1453 to Sultan Mehmed II, leader of Ottoman Empire.This pattern has replayed itself over and over throughout history. When cultures, companies, or people aren’t actively and regularly winning, they are on their way to losing, even if it takes some time.

The System Failed You

Let’s be clear. When superintendents tolerate waste and variation, it’s not entirely their fault. The system failed by teaching that dirt, missing toilet paper, rebar laying around is just how construction is. Nobody showed that waste and variation should completely annoy you. Nobody explained that absolute hatred you feel for someone scratching your truck is how you should feel about waste. Nobody demonstrated that tolerating them leads to major losses. The system taught deal with it when actually attack it.

The system also failed by not teaching that variation is not easy, not fun, should not be tolerated. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Concrete crew has forms mobilized, rebar on way, layout performed, everything ready. Then radio call: hold off on wall because there’s change. Form work needed elsewhere. Schedule behind. Wasted all day mobilizing forms. Have to cancel concrete. Lost two more days. More rebar ordered. Office interrupted. Suppliers fighting fires. No one knows new plan. Morale gone. Engineers reconfigure layout. Work tomorrow rescheduled. Rest of week planned again. One seemingly minor change causes far more consequences than we realize. The system taught just change the plan when actually variation destroys flow.

The system fails by teaching defensive position is acceptable when actually defense is stagnation. Nobody ever defended anything successfully. There is only attack and attack and attack some more. Constantinople built impenetrable defenses for thousand years, became complacent, eventually fell. Nazis conquered Europe with attack tactics, then had to defend 1,600 miles of coastland and everything changed. When stagnating or on defense, we become object of attack. Make no progress. Fall is inevitable. Being behind 8-Ball puts team in firefighting mode with no room for preservation or prevention. The system taught defend when actually attack waste and variation aggressively.

The Challenge

Here’s your assignment. Stop defending. Start attacking waste and variation.

Feel absolute hatred for waste and variation. Imagine someone scratched paint on your new truck. Feel that hatred. Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. When you walk onto dirty project sites. When you open portable restrooms and see no toilet paper. When you see rebar laying around with no apparent purpose. Let it completely annoy you.

Eliminate the eight wastes. Excess inventory, overproduction, wasted transportation, wasted motion, needless waiting, over-processing, defects, not using combined skills of team. All waste. Ignorance, inventory, damage, reordered materials, lost productivity, added stress, missed football games, lost profits, bad performance reviews, hindered careers, difficult conversations, lowered morale, lack of pride, sleepless nights. Do not tolerate it.

Stop tolerating variation. Concrete crew has everything ready. Radio call changes plan. Form work needed elsewhere. Schedule behind. Wasted all day. Cancel concrete. Lost two days. More rebar ordered. Office interrupted. No one knows new plan. Morale gone. Layout reconfigured. Tomorrow rescheduled. Week planned again. Not easy. Not fun. Should not be tolerated. Should make you cringe. Should embarrass you. Shield people from it whenever possible.

Attack, don’t defend. Nobody ever defended anything successfully. Only attack and attack and attack some more. Historically, defenses fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, we become object of attack. Constantinople built impenetrable defenses, became complacent, fell. Nazis attacked with Blitzkrieg tactics conquering Europe, then defended coastland and lost momentum.

Avoid being behind 8-Ball in firefighting mode. Cue ball positioned behind 8-Ball cannot get direct shot. No good move available. Failure to plan puts team behind 8-Ball. No time to advance or overcome. Only react. Bad habits formed. Time spent cleaning up leaves no time preventing future infractions. Everything becomes emergency. Everyone putting out fires. No room for preservation or prevention. Clock ticking. Cannot strategize. Knee-jerk attempts cause more damage.

Wade into waste and variation. Eliminate them or they will eliminate you.

On we go.

FAQ

What are the eight wastes in construction?

Excess inventory, overproduction, wasted transportation, wasted motion, needless waiting, over-processing, defects, not using combined skills of team. All waste. Ignorance, inventory, damage, reordered materials, lost productivity, added stress, missed football games, lost profits, bad performance reviews, hindered careers, difficult conversations, lowered morale, lack of pride, sleepless nights. Do not tolerate it.

What is variation and why does it matter?

Any interruption to flow of project. Happens when information or plans change, when commitments not met, when consistency and flow compromised. Concrete crew has forms mobilized, rebar on way, layout performed, everything ready. Radio call changes plan. Form work needed elsewhere, schedule behind, wasted all day, cancel concrete, lost two days, more rebar ordered, office interrupted, no one knows new plan, morale gone. One seemingly minor change causes far more consequences than realized.

Why should you attack instead of defend?

Nobody ever defended anything successfully. Only attack and attack and attack some more. Historically, defenses fall to ruin. Only in attack do we keep enemy on run and preserve forces. Only on move do we stay safe. When stagnating or on defense, become object of attack. Make no progress. Fall is inevitable. Constantinople built impenetrable defenses for thousand years, became complacent, fell. Nazis attacked conquering Europe, then defended and lost momentum.

What does being behind the 8-Ball mean?

In pool, cue ball positioned behind 8-Ball cannot get direct shot. No good move available. On project, failure to plan puts team behind 8-Ball preventing advancing. No advanced safety planning, someone gets hurt, project unmanageable. Team has no time to advance or overcome. Only react. Puts team in firefighting mode. Everything emergency. Everyone putting out fires. No room for preservation or prevention.

How should you feel about waste and variation?

Imagine someone scratched paint on your new truck. Worked hard to save up for it. Hoped to drive few months in pristine condition. Now someone carelessly opened car door into side. Chunk of paint missing. Didn’t leave note. Feel that absolute hatred. Hold it. Let it constrict blood vessels and turn face red. That is how you should feel about waste and variation. Completely annoy you. Never tolerate 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.

The Meaning of Life Is Progress! – Swedish Series

Posted on by Danny Jiménez⁩
Read 26 min

Are You Decorating the Fish or Creating Meaning?

You’re pushing rocks up hills. Every day. Same process. Same struggle. Rock rolls back down. Push it up again. Repeat forever. That’s Sisyphus. Greek myth about man condemned to roll rock up mountain having it roll back down for all eternity. Norwegian philosopher studying the meaning of life used this as illustration of life without meaning. Contrast to meaningful life: improvement. Not pushing same rock endlessly. Actually getting somewhere. Making progress. Creating meaning through continuous improvement. But here’s the problem most teams face: they’re improving the wrong things. They read book called Stop Decorating the Fish by Kristin Cox. Beautiful book. Really small. Great pictures. Really deep. Because think about what Sisyphus was doing. Something meaningless. Horrible life. Worst type of hell. How many of us pushing rocks up hills think: how can I improve pushing this rock when that whole thing is just wrong? That’s the problem. Stop pushing the rock is the problem. Don’t focus on just improving process you already have. Ask: is the process you’re doing something you should be doing in first place? Like Sisyphus rolling rock up hill. Are things we’re doing in construction the right things? Are you just improving the crap? Or is process you’re even doing worth improving, or should you focus on something else? Paul Akers says: don’t organize waste. That’s it. Stop decorating the fish. Create meaning through improvement of things that matter.

Here’s what most teams miss. They confuse activity with progress. Movement with meaning. Sisyphus was busy. Rock needed pushing. Hill was there. Work was defined. Process was clear. But it was meaningless because nothing improved. Rock ended up back where it started. Every single time. Construction teams do same thing. They improve processes without questioning if processes should exist. Make bad meetings more efficient instead of eliminating bad meetings. Optimize waste instead of removing waste. Decorate fish instead of asking why we’re decorating fish in first place. They think: we’re making progress because we’re improving something. But if something shouldn’t be done at all, improving it is meaningless. Like Sisyphus improving his rock-pushing technique. Better grip. Stronger legs. More efficient path. All meaningless because rock rolls back down anyway. The art of continuous improvement isn’t improving everything. It’s improving what creates meaning. What moves you forward. What doesn’t roll back down.

The challenge is most teams never learned to distinguish between meaningful improvement and decorating fish. They implement lean thinking improvement processes without first asking: should we be doing this at all? They organize waste. They optimize chaos. They make dysfunction more efficient. And they wonder why despite all improvements nothing fundamentally changes. Because they’re improving wrong things. Like painter making beautiful picture on condemned building. Skill applied. Effort invested. Result achieved. But building still getting demolished. All that work meaningless because focused on wrong thing. Victor Frankl wrote Man’s Search for Meaning studying concentration camp survivors. Conclusion: people need meaning to survive. People give up and die living meaningless lives without desire for improvement. Same in construction. Teams burn out pushing rocks endlessly. Not from hard work. From meaningless work. From improving things that don’t matter. From decorating fish instead of creating value.

The Norwegian Philosopher: Meaning Is Improvement

Norwegian philosopher wrote book called The Meaning of Life. Made many introductions around it. Quite a few discussions. Ended up summing up by saying that the meaning of life was improvement. That was in contrast to having meaningless life or life without meaning.

He quoted Sisyphus who rolled rock up hill then it rolled back down again as illustration of life without any meaning. Ties in with lean thinking and continuous improvement very well.

Sisyphus was Greek myth. Guy who didn’t want to die. Was about to die and was to be collected by gods. Always had excuses. Well, I have to make few things in order with my wife. Then he left and ran away. Next time there was something with kids. Continuously tried to not be fetched by gods.

Then he was condemned to roll rock up mountain and having it roll back down again for all eternity. That was myth about Sisyphus.

Contrast: philosopher dedicated who knows how many years to thinking well about what we should do and finding meaning. We have choice now since we have contrast. Choose meaning, not meaninglessness.

Stop Decorating the Fish: Don’t Improve Wrong Things

Recently read book called Stop Decorating the Fish by Kristin Cox. Beautiful book. Really small. Great pictures. Really deep.

Think about what Sisyphus was doing. Something meaningless. Horrible life to live, let alone living that for eternity. Worst type of hell you could live in. How many of us pushing rocks up hills think: how can I improve pushing this rock up hill when that whole thing is just wrong? That’s the problem. Stop pushing the rock is the problem.

Don’t focus on just improving process you already have. Ask: is the process you’re doing something you should be doing in first place? Just like Sisyphus rolling rock up hill. Are things we’re doing in construction the right things? Are you just improving the crap? Or is process you’re even doing worth improving, or should you focus on something else?

Paul Akers says: don’t organize waste. That’s it.

The Art of Continuous Improvement: Personal Journey

Art was something hard to appreciate. Learned to appreciate it through wife. Was baffled by how wife could appreciate art. Friend turned me on to book: The Agony and the Ecstasy. Biography of Michelangelo.

Gave perspective into each piece of art. What was happening in his life. How he progressed to get there. What the history was. That’s why I like phrase: the art of continuous improvement.

Art implies understanding of background of where you are and what your perspective is at time. What your needs are at time. What you choose to work on. Great to look externally for ways to improve. But what we choose to work on in our own lives, what we’re trying to improve, is going to be very personal.

It becomes art unique to each person. Their process. Their success. How it’s viewed by others even will be very much like art. Gives us freedom. Should be proud that it’s our own and it’s our own path.

Sometimes lean journey or continuous improvement journey is just little bit messy. That’s just part of getting there. As Michelangelo, famous artist, it wasn’t all butterflies and kittens. There was agony. Beautiful things come from striving and struggling and working.

Listen to Find the Right Level: Bjorn’s Story

When I did my master degree, I thought I was leader. Got job where I had control over maybe 100 people. Knew everything about economy. Everything about strategy. Came to site in far side of Norway.

Suddenly realized these people aren’t occupied with these things. Discovered some of my employees couldn’t read. They haven’t learned it. But they were excellent people. Excellent workers.

I went back to what I’d heard about lean. Started drawing things. Used colors to explain them the contract. In that way, they actually bloomed up. Perfect workers.

Boss before me said: these are shitty workers, don’t trust them, they know nothing. But when I spoke their language and explained them and took time to listen to them, they were fantastic workers. Productivity went like two, three times up.

That’s what I’ve experienced time and time again. Have to find right level. Way to talk to people. Then everybody is excellent if we find right level. That’s my mission when I meet new people. Listen to them. Find how we can talk to them. How do we communicate. Then we build them.

If This Was Easy Task, I Wouldn’t Hire You: Jorn’s Story

Had great experience in company where I met Bjorn. Was working with quality and health, safety, and environment. Came across problem. Don’t remember problem now. Just remember my boss’s response to it.

Really hard. Got lost. Twisted my mind. Didn’t know how to solve it. Had sit-down. Had coffee. Explained to him really looking for some answers. Discussed. Ended up: what should I do?

His response: he could have told me, now you should do this and that. He said: well, if this was easy task, I wouldn’t hire you.

That was great response. What he said: I trust that you can solve this. Just keep on breaking it. Instead of giving me fish, he gave me fishing rod. Great example of respect for me as human being.

Brought that along. Told story quite few times. When sharing something like that, need to have ability to trust people that they can solve problems. Leadership and management is all about getting results through and via other people. Not just being cleverest boy all time yourself. You will be your worst enemy if not able to do it through co-workers.

People Really Want to Do Good Project

Really important that all people we meet in construction, they really want to do good project. Nobody wants to be terrorist or do something bad for project. They have good intentions. Have to understand that.

Often spend lot of hours just listening to people to understand their intention. Don’t want to make money, of course. Also spend lot of time explaining to best of project how we put project in center. Really believe everybody can win in project.

Sometimes have feeling that somebody has to lose in order to get my company to win. But that’s not true. Everybody can win if we focus on right things.

The System Failed You

Let’s be clear. When teams improve wrong things, it’s not entirely their fault. The system failed by teaching continuous improvement without teaching to question what’s being improved. Nobody showed that improving bad process is decorating fish. Nobody explained that Sisyphus improving rock-pushing technique is meaningless because rock rolls back down anyway. Nobody demonstrated that movement doesn’t equal progress. Activity doesn’t equal meaning. The system taught improve everything when actually improve what matters.

The system also failed by not teaching Paul Akers principle: don’t organize waste. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. Teams optimize chaos. Make dysfunction more efficient. Improve processes that shouldn’t exist. Then wonder why despite improvements nothing fundamentally changes. Because they’re improving wrong things. Like painting beautiful picture on condemned building. Skill applied. Effort invested. Result achieved. But building still getting demolished. The system taught improve processes when actually eliminate waste first, then improve what remains.

The system fails by not teaching that meaning comes from improvement creating progress, not improvement creating better version of meaninglessness. Victor Frankl wrote Man’s Search for Meaning studying concentration camp survivors. People need meaning to survive. People give up living meaningless lives without desire for improvement. Same in construction. Teams burn out not from hard work but from meaningless work. From pushing rocks endlessly. From decorating fish. The system taught keep busy when actually create meaning through improvement of things moving you forward.

The Challenge

Here’s your assignment. Stop decorating fish. Start creating meaning through improvement of things that matter.

Question what you’re improving before improving it. Don’t just improve process you have. Ask: is process you’re doing something you should be doing in first place? Are you improving the crap? Or is process worth improving, or should you focus on something else? Stop pushing rock if rock shouldn’t be pushed.

Follow Paul Akers principle: don’t organize waste. Don’t optimize chaos. Don’t make dysfunction more efficient. Don’t improve processes that shouldn’t exist. Eliminate waste first. Then improve what remains creating value.

Choose meaning over activity. Movement doesn’t equal progress. Sisyphus was busy. Rock needed pushing. Hill was there. Work was defined. Process was clear. But it was meaningless because nothing improved. Rock ended up back where it started. Don’t confuse activity with meaning. Choose improvement creating progress.

Practice the art of continuous improvement as personal journey. Great to look externally for ways to improve. But what you choose to work on is personal. Becomes art unique to you. Your process. Your success. Your path. Be proud it’s your own.

Listen to find right level. Have to find way to talk to people. Then everybody is excellent if you find right level. Listen to them. Find how to communicate. Then build them. Spend hours listening to understand their intention. People really want to do good project.

Trust people can solve problems. Instead of giving fish, give fishing rod. Respect them as human beings. Leadership is about getting results through and via other people. Not being cleverest boy all time yourself. If this was easy task, I wouldn’t hire you. Trust they can solve it.

Remember Victor Frankl. People need meaning to survive. People give up living meaningless lives. Create meaning through improvement. Not improvement of anything. Improvement of things that matter. Things moving you forward. Things not rolling back down.

Norwegian philosopher concluded: meaning of life is improvement. But not improvement of rock-pushing technique. Improvement creating progress. Movement. Meaning. Choose that.

On we go.

FAQ

What does “decorating the fish” mean?

Don’t just improve process you already have. Question if process you’re doing is something you should be doing in first place. Are you improving the crap? Or is process worth improving, or should you focus on something else? Paul Akers says don’t organize waste. Stop improving wrong things.

What’s the Sisyphus myth and why does it matter?

Greek myth about man condemned to roll rock up mountain having it roll back down for all eternity. Norwegian philosopher used as illustration of life without meaning. Contrast to meaningful life: improvement creating progress. Not pushing same rock endlessly. How many of us pushing rocks up hills think: how can I improve pushing this rock when that whole thing is just wrong? Stop pushing the rock is the problem.

What is the art of continuous improvement?

Personal journey unique to each person. Art implies understanding of background of where you are, what your perspective is, what your needs are, what you choose to work on. Great to look externally for ways to improve. But what you choose to work on is personal. Becomes art unique to you. Your process. Your success. Your path. Sometimes messy. Beautiful things come from striving and struggling and working.

How do you help people find meaning in their work?

Listen to find right level. Have to find way to talk to people. Then everybody is excellent if you find right level. Spend hours listening to understand their intention. People really want to do good project. Trust people can solve problems. Give fishing rod, not fish. Respect them as human beings. If this was easy task, I wouldn’t hire you.

Why does Victor Frankl’s work matter for construction?

Wrote Man’s Search for Meaning studying concentration camp survivors. People need meaning to survive. People give up living meaningless lives without desire for improvement. Same in construction. Teams burn out not from hard work but from meaningless work. From pushing rocks endlessly. From decorating fish instead of creating value. Create meaning through improvement of things that matter.

 

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.

What Is Critical Path In Project Management?

Posted on by Danny Jiménez⁩
Read 21 min

What Is a Critical Path? Why It’s the Worst Thing That Ever Happened to Construction

There are ideas in construction that everybody accepts because everybody has always accepted them. Nobody stops to ask whether the idea is actually good. Nobody traces it back to the system that produced it or asks whose interests it serves. The critical path is one of those ideas. It gets taught in every project management course, embedded in every contract, and treated as the foundational logic of how construction schedules work. And it is one of the most damaging concepts the industry has ever adopted.

Here’s the deal. A critical path is not a neutral scheduling tool. It is a mechanism that removes buffers from the production system, forces contractors into a position where rushing is the only available response, and gives owners, lawyers, and financial institutions a legal instrument to push, panic, and punish the people building their projects. Understanding why it works that way and what to use instead is one of the most important shifts a builder can make.

An Analogy That Makes the Damage Clear

Let me give you an analogy that makes the structure of this problem visible. Imagine a society where the wealth has been deliberately shifted to oligarchs and a corrupt government, leaving the majority of men, women, and children in poverty without proper housing, without food security, without what they need to survive. In that system, theft becomes necessary. Not because theft is good, but because the system produced conditions where there was no other way to keep families alive. You could name the behavior “critical theft” and under those parameters, the name might even be accurate. But the root cause is not the theft. The root cause is the corrupt system that made it necessary.

The critical path works the same way. It produces conditions where panicking, rushing, trade stacking, and trade burdening become the only available responses. Then it uses the contractor’s panicked response as evidence that the contractor failed. The contractor did not fail. The system produced a no-win scenario and then blamed the people caught inside it. That is the structure of the critical path, and it is worth naming clearly before we talk about how it works mechanically.

What the Critical Path Actually Is

A critical path is the longest sequence of activities through a schedule that has no float and no buffers, where any single delayed activity delays the entire project. That definition sounds technical and neutral. In practice, it means this: the schedule is built with zero slack, zero protection, and zero acknowledgment that construction projects encounter variation. Every activity is treated as critical. Every delay is a crisis. Every sequence is as tight as it can possibly be made, because adding any time would mean adding cost that somebody up the chain doesn’t want to pay.

The result is a schedule that models the project as though variation does not exist, resources are infinite and always available, handoffs between trades are instantaneous, and no external factors supply chain, weather, design gaps, inspection delays will ever affect the sequence. None of those assumptions are real. All of them are built into the critical path as if they were. When reality diverges from those assumptions, which it always does, the contractor is exposed to the full legal consequence of a delay on the critical path.

Why Owners and Lawyers Love It

The critical path’s dominance in the industry is not accidental. Research on why CPM scheduling is more prevalent than better alternatives like Critical Chain Project Management found that financial institutions and legal institutions preferred it specifically because it gave them a harsher tool to use against contractors. It created muddier water for lawyers to work in. It made time extension claims harder to win. And it shifted the risk of every variation event even events outside the contractor’s control onto the party with the least leverage to absorb it.

Owners use the critical path to deny time extensions unless the impacted activity was specifically on the critical path. That structure gives the owner enormous power. If the delay happened on an activity with even a small amount of float, no matter how significant the impact, the contractor is denied compensation and told to recover at their own expense. If the delay was on the critical path, the contractor is still denied meaningful recovery they are simply told to rush and push and panic to get back on the baseline that should never have had no buffers in the first place. Either way, the contractor absorbs the cost of the system’s failure to plan realistically.

What the Critical Path Does to the Project and the People

The damage runs in every direction simultaneously. When a schedule is built on a critical path, work in progress balloons beyond the actual capacity of the resources available, because the only way to hit the compressed dates is to push more work into every zone at once. That creates trade stacking multiple trades working in the same area at the same time, fighting for access, damaging each other’s work, and producing quality problems that result in rework. Rework slows the project further. The response is more pushing and more panic. The downward spiral runs until the project either finishes late and over budget or collapses entirely.

The people inside that system pay a real cost. Not a metaphorical one. The mental health crisis in construction is real and documented, and the critical path is one of its root causes. When every schedule is presented as a crisis, when every delay is a legal event, when the production environment is designed around panic rather than flow, the human beings doing the work absorb that stress in their bodies, their relationships, and their lives. The families behind every worker and foreman on those projects feel the cost of a scheduling philosophy that treats people as resources to be burned rather than as the source of all value on the project.

The Freeway Analogy: Why Panicking Makes You Later

Here is the paradox that the critical path cannot acknowledge. The more stable a construction project is, the earlier it will finish. The more it panics, the later it will finish. That is not a platitude. It is a production law.

Think of a freeway. Pack it with as many cars as it will physically hold wall to wall, bumper to bumper, no gaps. Force every driver to accelerate and brake and accelerate again as fast as possible. Fill every lane with as much traffic as the road can absorb. That is the critical path applied to transportation. The result is not maximum throughput. The result is gridlock, accidents, and everybody arriving later than they would have if the system had been designed with spacing, flow, and buffers. The critical path applies the same logic to construction and expects different results. The paradox of construction is that stability produces speed. The critical path produces instability and calls the outcome unavoidable.

Warning Signs That Your Project Is Running on Critical Path Logic

When a project has been built around critical path assumptions, the symptoms show up fast. Watch for these:

  • Trade stacking is being treated as a recovery strategy rather than recognized as the cause of the next delay.
  • Every schedule update involves compressing float rather than acknowledging the variation that consumed it.
  • Time extension requests are being denied on the basis that the impacted activity “had float,” regardless of the actual production impact.
  • The field team is in a permanent reactive mode responding to crises rather than executing a stable plan because the schedule left no room for anything to go differently than planned.
  • Buffers are absent from the schedule entirely, and the project is being run as though every activity will happen exactly as modeled.

Every one of those conditions is correctable. None of them are corrected by pushing harder inside the same system that produced them.

What Works Instead

The alternative to the critical path is a production system built around flow, buffers, and trade movement through zones at a stable rhythm the Takt Production System, supported by the Last Planner System and the First Planner System. In a Takt plan, every phase has buffers designed from a real risk analysis. Every buffer consumption event is logged with its root cause. The path of critical flow which is about production logic, trade flow, and handoff quality is protected by design rather than compressed by assumption.

When a delay hits a Takt plan, the first question is whether the buffer can absorb it. If yes, the production system handles the variation without a crisis. If no, the team does a structured analysis of recovery options delay the line of balance, isolate and decouple the impacted work, recover with resources and presents the owner with a documented, mathematically verifiable picture of what happened, why, and what the recovery path looks like. That is a partnership conversation. The critical path produces a legal argument. The Takt system produces a production decision.

Build for Stability, Not for the Critical Path

The industry that trains every new PM in critical path scheduling and then wonders why projects are chronically late, chronically over budget, and chronically burning out the people inside them has a simple answer available. Stop building schedules that remove buffers from the system and then punish contractors for the consequences. Start building production plans that acknowledge variation, design buffers from real risk analysis, move trades through zones in a stable rhythm, and create the conditions for teams to actually win.

We are building people who build things. The critical path is a system that destroys the people it touches and then blames the rubble for the mess. Every builder who understands that distinction and chooses Takt over CPM is making a decision that protects the projects, the trades, the families, and the future of the industry. If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow including the scheduling philosophy that replaces panic with rhythm and blame with accountability.

A Challenge for Builders

Open your current project schedule and look for the buffers. Not the float that CPM claims exists in non-critical activities. Real, intentional buffers time built into the system specifically to absorb variation without triggering a crisis. If they’re not there, the project is already running on critical path logic, and every delay will be managed by pushing the crew harder rather than by absorbing it intelligently. The fix is a scheduling philosophy change that starts at the top and lands in the production plan before the next phase begins.

As Jason Schroeder says, “The more stable you are, the earlier you will finish. The more you panic, the later you will finish.”

On we go.

Frequently Asked Questions

What is a critical path in construction scheduling?

It is the longest sequence of activities through a schedule with zero float and no buffers, where any delay extends the entire project. In practice, it removes all production protection from the team and gives owners and lawyers a tool to force contractors to rush and push at their own expense whenever variation occurs.

Why is the critical path still the industry standard if it causes so much damage?

Because financial institutions and legal institutions prefer it research shows it was adopted specifically because it gave lawyers a harsher instrument to use against contractors and made time extension claims harder to win. It serves the interests of the parties with the most legal leverage, not the parties actually building the project.

What should replace the critical path on a construction project?

The Takt Production System, supported by the Last Planner System. Takt builds intentional buffers based on real risk analysis, moves trades through zones at a stable rhythm, and logs every buffer consumption event with its root cause creating a verifiable production record that turns impact conversations into partnerships rather than legal disputes.

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.

    Related Books

    The First Planner System: The Project Planning System for Executives, Project Managers, and Superintendents in Pre-construction - Book 2
    Get Book
    Pull Planning For Builders: How to Pull Plan Right, Respect People, and Gain Time (The Art of the Builder)
    Get Book
    The Ten Improvements to Production Planning: What Lean Builders Can Do To Improve Short Interval Planning (The Art of the Builder)
    Get Book

    Related Books

    The First Planner System: The Project Planning System for Executives, Project Managers, and Superintendents in Pre-construction - Book 2
    Get Book
    Built to Fail: Why Construction Projects Take So Long, Cost Too Much, And How to Fix It
    Get Book

    Related Books

    The First Planner System: The Project Planning System for Executives, Project Managers, and Superintendents in Pre-construction - Book 2
    Get Book
    The 10 Myths of CPM: How The Critical Path Method Systematizes Disrespect for People
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    Calumet "K"
    Get Book

    faq

    General Training Overview

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

    Superintendent / PM Boot Camp

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

    Takt Production System® Virtual Training

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

    Onsite Takt Simulation

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

    Foreman & Field Engineer Training

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

    Testimonials

    Testimonials

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

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

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

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

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

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

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

    agenda

    Day 1

    Foundations & Macro Planning

    • Introduction to Takt Production System® principles
    • CPM vs TAKT comparison
    • Macro planning, zoning, and density analysis
    • Quantities and production rates
    • Hands-on application to participants’ projects with LeanTakt PM experts

    day2

    Norm Planning & Flow Optimization

    • Review and refinement of Day 1 work
    • Pull planning and sequence optimization
    • Work packaging for balanced flow
    • Project integration session with LeanTakt PM coaching

    day3

    Advanced Tools & Comparisons

    • Macro work packaging and example walkthrough
    • Calculator Norm for production optimization
    • Stacking comparison to avoid trade conflicts
    • Hands-on application to participants’ own schedules

    day4

    Buffers, Controls & Finalization

    • Review of Day 3 implementation
    • Buffer management strategies and placement
    • Takt control principles and steering methods
    • Project plan finalization with expert guidance

    day5

    Control Systems & Presentations

    • Takt steering, control systems, and real project examples
    • Participant project presentations with LeanTakt PM feedback
    • Wrap-up, feedback, and action planning for post-training implementation

    faq

    UNDERSTANDING THE TRAINING

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

    VALUE AND RESULTS

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

    PLANNING AND SCHEDULING TOPICS

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

    APPLICATION & TEAM ADOPTION

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

    VIRTUAL FORMAT & ACCESSIBILITY

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

    faq

    GENERAL FAQS

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

    CURRICULUM & OUTCOMES

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

    LOGISTICS & FORMAT

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

    PRICING & VALUE

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

    SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

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

    agenda

    Day 1

    Agenda

    • Intro to Camp
    • Set Expectations
    • Morning Routine
    • Plan Day
    • Explain "Why"
    • Teams Intros + Yells + Expectation
    • Focus, Physiology, Words + Yells
    • Blocks to Leadership
    • 50 Million
    • Biggest Thing
    • Choose Your Word
    • Marketing Exercise
    • Interview for the Project
    • PO Homework and Close the Day

    Outcomes

    • Understand how to get into a proper state to lead
    • Understand how to dig deep to find the confidence to lead
    • Team work and collaboration
    • Understand marketing
    • Understand how to interview for and win a project

    Day 2

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Macro Takt planning
    • Setup jobs + Signs + Logistics
    • Explain the IPCS™
    • Detailed logistics training
    • Team balance & health training

    Outcomes

    • Learn the IPCS™ understand how to integrate the entire project from start to finish with First Planners™ and Last Planners® through the Takt Production System®
    • Learn how to review a project
    • Learn advanced logistics
    • Learn team balance and health

    Day 3

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Review How Big Things Get Done
    • Review IPCSTM
    • Fix (Schedule, zone, logistics, trailer, org & procurement)
    • Fresh Eyes Meeting
    • Pre-Con Overview
    • TAKT SIMULATION
    • Recap and Review

    Outcomes

    • Understand why and how to plan
    • Understand the benefits of using a Takt production plan
    • Learn the steps to proper pre-con that sets the project up for success
    • Learn how to review a project in a Fresh Eyes Meeting
    • Learn flow from Takt planning

    Day 4

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Opposing Squares
    • Pull Plan
    • Takt Remaining
    • Norm Update
    • Re Zoning
    • Risks & Pre-Con Align
    • Meeting System
    • Problems
    • Recap

    Outcomes

    • Understand the Norm level Takt plan for weekly/daily planning
    • Benefits and outcomes of rezoning strategies
    • Using meetings to feed information through the system and to the Foremen

    Day 5

    Agenda

    • Morning Routine
    • Day Planner
    • Plus & Delta
    • Huddle I.D.S
    • Day Plan
    • Worker Huddle
    • Norm Update
    • Team Huddle
    • Lean Systems Recap
    • Feedback Exercise
    • Final & Close

    Outcomes

    • Know what information is needed and how to get it to the Workers
    • Better understand how to give feedback and why it’s crucial for everyone
    • How to problem solve as a team
    • Understand how all systems tie together
    • Know how the information gets all the way to the worker
    • Have perfect clarity on the individual’s personal organization planner