Why Sandbagging Hurts Projects and How to Stop It

I hope you are doing well. I am writing this from the ICBA conference in Vancouver where I am giving my keynote this morning. Before I head into that, I want to share something that really struck me yesterday. I learned the deeper meaning of the term sandbagging, and it connected directly to some experiences we have been having on our projects.

Where the Term Comes From

The word sandbagging comes from the 19th century when criminals used small bags of sand as weapons. These bags looked harmless, but they could deliver a powerful and unexpected blow. Over time, the term evolved into a metaphor for hiding one’s real strength or intentions in order to gain an advantage. There is also a related idea that comes from filling sacks with sand to falsely inflate goods being sold. In both cases, the meaning is rooted in deception.

Sandbagging on the Jobsite

On construction projects, sandbagging happens when a trade partner underplays their ability, intentionally padding schedules or slowing down progress. Later, they reveal their full strength or speed, which gives them leverage. At first glance this might seem like an advantage, but in reality it creates major problems.

Sandbagging is usually a response to a lack of trust. When a general contractor pushes too hard or makes unreasonable demands, trades may pull back in self-protection. Kevin once compared it to a rope. The harder you pull on it, the more resistance you create. That resistance shows up in the form of sandbagging.

Why Sandbagging Backfires

There are several reasons sandbagging hurts everyone involved. If you are the slowest trade in a sequence, the entire project may now be paced to your slower rhythm, which increases costs, overhead, and general conditions for everyone.

If you finish early after sandbagging, you leave successor trades waiting. The supply chain then realigns to a late start, creating inefficiencies and wasted time. And if you try to secretly move faster after holding back, you may end up with gaps between your work and the trade in front of you, which means your crews are stuck waiting and you are paying for lost time.

In every case, sandbagging ends up wasting money and hurting both general contractors and trade partners. The only real solution is honesty, trust, and transparent communication. When durations are set with a realistic buffer inside the tack plan, everyone can flow smoothly without the need for deception.

Building a Better Culture

The presence of sandbagging is not just a scheduling issue, it is a leadership issue. It signals that trust is missing on the project. Rather than blaming workers or trades, we as leaders need to look at ourselves and ask how we can create an environment where people feel safe to be honest.

When we eliminate fear and build trust, sandbagging disappears. Projects move faster, relationships strengthen, and the entire team benefits.

Key Takeaway

Sandbagging always comes from a lack of trust and it never truly benefits anyone. Honest planning with trust at the center creates flow, saves money, and strengthens project culture.