Elevate Construction

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

Takt Planning & Integrated Control has not yet taken hold throughout the world like it should, and it needs to be empowered as the main scheduling tool to either replace the Critical Path Method or at a minimum, to hold it accountable and govern it. One of the main reasons the construction industry still typically produces projects behind schedule-with a crash landing at the end and with poor quality-is because we incentivize this with the variation, lack of transparency, and chaos that comes from CPM scheduling. It is time for this to stop, and Takt is the solution.

In this podcast we cover: Cleanliness Working with others Serving and giving to get better If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: the answer to a question submitted to the show What should Supers be doing on a daily basis How can they set good boundaries and stay in their role? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Dependence as it relates to... Little's Law The Law of Bottlenecks The Law of the Effect of Variation Kingman's Formula If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Brooks's Law Why adding manpower will extend the duration How to overcome this If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Why wait for the miracle to happen Let's make our own miracles How to ensure project success If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Accountability Key people in key seats How you will not be left shorthanded if you hold people accountable If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: The role of a project director How they can approach a project Why they should be the main team builder on site If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Why flow is so important An example from the Parade of Trades An example of throughput in a factory If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Why it is important to reduce variation on site How a Superintendent can support the flow of the project What behaviors are detrimental to construction flow If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Setting boundaries How to successfully set boundaries What happens when we do not If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

In this podcast we cover: Forgiveness How it impacts work and family What we can do to forgive If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊).

CPM does not obey even one of the production laws, and Takt obeys and encourages all of them. This is probably the single most important information Jason has ever shared. The four production laws prove mathematically and scientifically why CPM will never work and why Takt planning is not magic but eternal truth. Little's Law says throughput time increases when you have too many flow units in process. CPM loads everything at once. Takt limits work in process. The Law of Variation says variation is the enemy. CPM has no rhythm. Takt creates consistency and continuity. Stop pushing manpower, materials, information, and variation onto your projects. You need rhythm, consistency, and continuity based on production laws, not guesses and critical paths that change 17 times. What you'll learn in this episode: Why CPM gets an F on all four production laws and Takt gets an A plus How Little's Law proves you need to limit work in process and reduce cycle time to go faster Why variation is the enemy and CPM creates it while Takt eliminates it How optimizing bottlenecks increases throughput for the entire system (not chasing random critical paths) Why Kingman's Formula shows waiting time equals cycle time times utilization times variation (Takt optimizes all three) Stop pushing. You need rhythm, consistency, and continuity. This is not magic. This is law. This is eternal truth. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

You are going to make mistakes, and you need to be okay with that. Striving for perfection is beautiful, but thinking you need to be perfect now is damaging. It makes you hide who you really are, prevents you from asking for help, and makes you less human. Jason shares the major mistakes he made in his career. Installing a duct bank where a sewer line should go and costing $350,000. Flooding a basement with four inches of water. Almost getting fired for being siloed and stubborn with a fixed mindset. The more transparent and open he was about mistakes, the less painful they became and the more people rallied to help him. If you are not okay with making mistakes, you will not take risks, fulfill your potential, or have the confidence you need to lead. What you'll learn in this episode: Why thinking you need to be perfect now is damaging and makes you hide who you really are How Jason shifted from fixed mindset to growth mindset in six months and went from almost fired to training nationwide The science of momentum: peak state, find passion, commit, take massive intelligent action How to reduce friction and increase addiction to build new habits that stick Why being transparent about mistakes makes them less painful and gets the team to rally around you Everybody makes mistakes. Get used to it. It is how we show up in those moments that matters. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason sits down with Joe Donnarummo to talk about generating curiosity in lean construction instead of intimidation and overwhelm. The skeptical superintendent who has been successful for 30 years will tell you there is nothing wrong with the way he runs work. But the industry is not the same as it was 30 years ago. The tools that made superintendents successful back then do not work today. Are you tired of working 80 hour weeks and dragging projects across the finish line at the expense of your family, health, and quality of life? Finishing a project well is not just about being on time and making money. It is about taking care of careers, preserving families, delivering quality and safety, and creating raving fans. What you'll learn in this episode: How to generate curiosity in skeptical superintendents by tying lean to current state pain points Why the construction industry today requires different tools than 30 years ago The new definition of finishing well: on time, profitable, owner happy, AND careers protected, families preserved, quality delivered Jason's challenge: consider master scheduling systems that create workflow, trade flow, and logistical flow Joe's challenge: let the job speak to you and fix something small that bugs you Are you tired of working 80 hours a week and dragging projects barely across the finish line to the expense of your family and health? There is a better way. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason, Brandon Monteiro, and Adam Hoots dive into the four production laws that govern construction whether you know it or not. Fighting against these laws is like fighting gravity. You cannot win. When you want to cut a schedule, everyone throws manpower and materials at the problem, which is exactly what Satan would tell you to do if he wanted to extend your duration. The truth is you need to optimize bottlenecks, reduce variation, and reduce batch sizes. Companies using Takt planning are cutting 20 percent off schedules just by following production laws. The construction industry has been saying the word production for decades and nobody actually knows what it means. What you'll learn in this episode: The four production laws: Little's Law, Bottlenecks, Variation, and Kingman's Formula Why limiting work in process reduces cycle time (do not work on all four floors at once) How optimizing the bottleneck increases throughput for the entire system Why throwing manpower and materials at a problem is exactly the wrong response to schedule pressure How companies are cutting 20 percent off schedules by following production laws through Takt planning We have been saying the word production for decades and nobody has any idea what it means. If you want to cut a project, stop throwing manpower and materials at it. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If you want great superintendents, you have to grow them from the beginning through field engineering. Jason has never seen anyone go from college straight to assistant superintendent and successfully make it to field director. Ever. Being a superintendent is not a builder practicing position. You practice building when you are doing layout, drawings, quality control, and troubleshooting with workers. That is where you learn to be a builder. The superintendent of the future has the technological capabilities of a project manager, the strategic mind of a military general, and the ability to influence people like Dale Carnegie. You cannot get there without fundamental builder training first. What you'll learn in this episode: Why field engineer boot camp is the granddaddy of all boot camps and the foundation for great superintendents Why Jason has never seen anyone successfully go from college to assistant super to field director without field engineering experience The marshmallow study lesson: patience and delayed gratification predict future success in life and career How to build Superintendent 2.0 with technology, strategy, and influence skills combined Why companies need to plug the hole with fundamental builder training instead of just bailing water with poorly trained supers Stop letting grumpy, poorly trained superintendents who do not know how to schedule hold your company hostage. Build the next generation right from the start. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Many superintendents do not know what they are doing, and that is a reality you have to work around. If you are a foreman or trade partner waiting for an incompetent superintendent to map out your destiny on site, you cannot wait. Here is the secret nobody tells you. You are in trouble either way. Whether you blindly follow stupid requests or do it the right way, you are going to get in trouble. So why not be in trouble and make money? Create your own schedule, protect your trade flow, plan it first, build it right, and finish as you go. If you do not have a plan, you will find yourself as part of somebody else's plan. And most of the time, the superintendent does not have a plan. What you'll learn in this episode: The powerful principle: expect nothing, appreciate everything, do the right thing (versus expect everything, appreciate nothing, respond as victim) Why you are in trouble either way, so you might as well do the right thing and make money How to create your own schedule and protect trade flow when the superintendent has no plan Why most owner's reps and uneducated superintendents give terrible advice that destroys flow The James Madison lesson: if you do not have a plan, be prepared to be part of somebody else's plan You are in trouble either way. Do the right thing. Take care of the contractor. Make money. Protect your trade flow. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

You cannot improve on chaos. Everything thrives in stability and standards, and you cannot have continuous improvement unless you stabilize first. If today is a five, tomorrow is a two, and the day after is a seven, you are not improving. You are just bouncing around in chaos. Cleanliness, organization, safety, just-in-time deliveries, and Takt planning are not about being nice or fair. They are about creating the stable foundation you need before you can optimize anything. When you strive for perfection, you get good. When you strive for good, you get okay. When you strive for okay, you get bad. And when you strive for bad, you go out of business. What you'll learn in this episode: Why you cannot have continuous improvement without stability and standards first The real reason Jason wants cleanliness, organization, safety, deliveries, and Takt planning (to stabilize before optimizing) The S-curve analogy: pushing the ball uphill from bad to okay to good to perfect Why good is the worst thing you can be and why you need to strive for perfection How the labor shortage will force construction to get smarter and leaner with the workers we have If you are good at your job or you run good jobs, that is the worst thing you can be. You have to stop being good and start striving for perfection. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If you keep giving up, it's because your why is not big enough. Jason and Brandon Monteiro dive deep into what it means to face your fears and live with purpose. Whether you believe in an afterlife or think this is all you get, the math is the same. You are wasting your time if you are not grinding toward something meaningful. People who retire early and do nothing wither away and become miserable. You cannot run away from weakness. You must fight it out or perish. And if that be so, why not now and where you stand? This conversation will challenge you to get uncomfortable, address your fears head on, and stop wasting the precious time you have. What you'll learn in this episode: Why if you keep giving up, your why is not big enough (Eric Thomas wisdom) How to introduce a "noticer" that observes your emotions before you react to them Why people who retire too early and stop grinding wither away and die within months The reality that it does not matter if there is an afterlife or not, you still cannot waste time either way Robert Louis Stevenson's powerful quote about facing weakness now instead of running from it You cannot run away from weakness. You must fight it out or perish. And if that be so, why not now and where you stand? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

There are four zones in life: comfort, fear, learning, and growth. You cannot stay in your comfort zone forever or you will stagnate, regress, and make everyone around you miserable. But you also cannot live in your growth zone all the time or you will burn out. The key is pushing through the fear zone into the learning zone where you deal with challenges, acquire new skills, and extend your comfort zone. Everyone has fear. Even the bravest people in the world have fear. The difference is they push through it with courage into their learning and growth zones. That is where you find your purpose, live your dreams, and conquer your objectives. What you'll learn in this episode: The four zones and why you need range between comfort and growth to avoid stagnation or burnout Why 5 to 15 percent of people hate superintendent bootcamp (they stay in the fear zone and never break through) How pushing through fear into the learning zone is what separates those who grow from those who stay the same Why people who arrive at positions and stay in comfort zones create broken relationships, bad marriages, and career stagnation Powerful quotes from Helen Keller, Theodore Roosevelt's "The Man in the Arena," and "The Dash" by Linda Ellis When your eulogy is being read with your life's actions to rehash, would you be proud of the things they say about how you spent your dash? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

This is not your typical solo podcast. Jason joins a live panel of lean construction leaders including Juan Sarastome, Adam Hoots, Jennifer Lacey, Spencer Easton, and Jesse Hernandez for an unscripted Saturday morning discussion about what needs to change in construction. The energy is high, the conversation is real, and the passion for improving the industry is contagious. From bashing CPM to celebrating Takt planning, from honoring trade workers to building cultures of caring, this panel proves that when lean thinkers get together, the conversation goes wherever it needs to go. No agenda, no script, just radical candor with respect and a shared commitment to making construction better for the people who actually do the work. What you'll learn in this episode: Why CPM is the McDonald's of scheduling and what needs to replace it How building a culture of caring creates the foundation for lean tools to succeed The difference between theoretical architects and practical builders who respect the trades Why continuous improvement means you have to build first before you can improve building What happens when lean construction leaders gather with no agenda and just let the conversation flow The only way to go is up when you're number one for suicide rates and not turning projects over on time. That's exciting because it means we know exactly where we need to head. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Too many people arrive at their leadership position, organize their desk, and enter a state of comfortable hedonism where they stop growing, stop stretching, and stop becoming who they were designed to be. Draw a line on a piece of paper from birth to when you die. On the left side, write down the beautiful moments that shaped you. On the right side, write down what you want to accomplish before you die. That right side is your why, and protecting it means you stop wasting time on things that don't get you there. Your future is so beautiful and your happily ever after is waiting for you, but nothing comes for free. You have to grind 100% to earn that remarkable life. What you'll learn in this episode: The timeline exercise that helps you find your why and stop wasting time Why so many leaders get stuck in hedonism after they arrive at their position How to identify what truly matters on the right side of your line before you die Why 85 to 95 percent success rate exists for superintendent bootcamp versus 95 plus percent for field engineers (stuck people who won't stretch) The reality that you have to grind Monday, Tuesday, Wednesday, Thursday with no breaks to live that remarkable life If your career is not heading you toward the right side of your line, why are you there? What are you going to do about it? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Construction lacks kindness, and it's costing us more than we realize. There's actual science proving that kindness makes people healthier, more productive, and more resilient. Yet we treat trade partners like they're beneath us, we create toxic environments, and we wonder why our teams are struggling. Your job as a leader is not just to build projects. It's to create an environment where people are excited to come to work, where they know how to win every day, where they feel connected and relevant. At the end of your life, you will not look back at the buildings you built. You will immediately recognize the relationships you had, and you will hope those were positive. What you'll learn in this episode: The Rabbit Effect study that proves kindness makes people healthier on a molecular level Why the construction industry lacks kindness and what it's costing us How to create connection on your project team through measurement, clear expectations, and knowing people's families The true measure of courage: having hard conversations without getting mad or punishing people Why you need to be around kind people and step away from negative, destructive environments Are people excited to come to work on your project? Do they know how to win every day? Have you told them how special they are? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

If you're managing six different scheduling systems and it's taking forever to update them all, you're missing the integration that makes everything work. Jason just had the epiphany that changes everything. The work steps in Takt planning translate directly into your weekly work plan and your sprint backlog. That means you're not recreating plans over and over. You're pulling from a collaborative flow system that already has the production rates, the trade sequencing, and the make ready work packaged. Instead of spending hours populating weekly work plans from scratch, you're pulling pre-planned work steps based on formulas and flow. This is the magic formula that will save you one twelfth of the time managing your schedule. What you'll learn in this episode: How Takt work steps translate directly into weekly work plans and sprint backlogs Why this integration saves you one twelfth of the time managing schedules The difference between planning far ahead in CPM (guessing what will happen) versus Takt (identifying what should happen based on production rates) How trades can actually commit in Last Planner meetings because supply chains are managed through the Takt system Why the current condition of managing six different scheduling systems is breaking down and what to do instead The current condition is it takes way too long to do our schedules and short interval planning. Now that we know how to integrate these systems, it's time to go. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

You need to stop sounding like a professor and start using words that stick. Construction teams need simple, memorable phrases that rally them toward the right behaviors, not technical jargon that goes in one ear and out the other. A good buzz phrase gets everyone focused, re-centered, and moving in the same direction. When Jason created the rally cry "clean and steady" at the research laboratory, it worked because people could understand it, remember it, and repeat it. The question isn't whether you use buzzwords. It's whether you're using the right ones to create focus and drive the behaviors your project needs right now. What you'll learn in this episode: Why simple buzz phrases work better than technical jargon for rallying teams Jason's favorite lean construction rally cries and what each one means How "clean and steady" became a war cry that transformed behavior on the research laboratory project Key phrases like "plan it first, build it right, finish as you go" and "flow where you can, pull when you can't, don't push" Why "create flow" is the one word Jason would take if the whole lean house was burning down What's your buzz phrase? What's your rally cry? What does your project need right now to get everyone focused on the same thing? If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Not all owner's representatives are created equal, and how you work with them can make or break your project. Some have high expectations that stretch you into becoming better, and you should thank them for it. Others create chaos, overburden your team, and slow the job down while thinking they're helping. And some are completely hands-off, which means you need to step up and take control. The question isn't whether your owner's rep is difficult. It's whether you're leading the project in a way that prevents problems before they ever need to get involved. What you'll learn in this episode: The three types of owner's representatives you'll encounter and how to work with each one Why reasonable owner's reps with high expectations are a gift that makes you better How unreasonable owner's reps destroy flow by overburdening your team and sympathy voting designers Why you can't just do what the owner's rep tells you if you know it's wrong—you're paid to get it done right How to take control of the project and prevent situations from escalating in the first place At the end of the day, it's not about what they told you to do. It's about whether you had the leadership to take charge and fix the job before they ever needed to step in. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason records from Southern California while finishing the second edition of "Elevating Construction Takt Planning." Opens with story: superintendent on failing project wants coaching, "That's not coaching, that's project recovery." Key warning: if your project is struggling and you start pushing harder ("I need more material, more manpower, keep pushing, rush it"), you're just extending the overall duration. "The more busyness you have, the longer it's going to take and the more it's going to cost. Unless you create flow, unless you stabilize the project with Takt planning, you will not recover your project. That is scientific." How to visit projects with purpose: talk to all levels (craft workers, janitors, entry-level engineers, foremen, senior team), attend team meetings to assess energy and trust, do lunch with leaders to get real feedback, walk the job using Ono circles (stand and observe flow for 30 minutes to 2 hours), ask about their problems, assess if people's strengths match their roles, use team health surveys. Signs of a project in trouble: lack of flow, poor safety culture, high turnover, dysfunctional team, bad bathrooms with graffiti, cancerous people not removed, more than one trade not performing, unreasonable owner's rep. Distinction: Lorna Gray (University of Arizona) had high but reasonable expectations that made Jason better; unreasonable reps believe every area must be busy, default to adding manpower, undermine GC with trades. What you'll learn in this episode: The busyness trap: pushing harder when behind ("more material, more manpower, rush") scientifically extends duration and increases cost, only flow and stabilization recover projects How to visit projects effectively: talk to all levels (don't walk past everyone to PM's office and close door), attend team meetings to assess energy/trust/conflict, walk the job using Ono circles The lunch technique: creates mental trigger for looseness and real-time feedback, "if you see them having fun, good sign; if stuffy, there's issues" Ono circle method: find a perch, stand for 30 minutes to 2 hours, observe energy and flow or lack of flow, see the waste Signs of trouble: lack of flow, poor safety culture, high turnover, bad bathrooms with graffiti, cancerous people not removed, more than one major trade not performing Reasonable vs unreasonable high expectations: Lorna Gray held impossible-feeling standards but they were logical; unreasonable reps believe in overproduction, busyness everywhere, adding people as first default "You will not recover your project if you start pushing. The only way to do it is if you start flowing." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 17 of "Calumet K" by Merwin Webster, the final chapter. Planning postponed Christmas dinner, need big hall, weather too cold for distributing floor. Max, Pete, Bannon making tables from planks and boxes, decorating with flags and scalloped shelf paper. Bannon offers Max assistant position on Indianapolis concrete elevator project: "It's going to be concrete from the spiles up. There ain't anything like it in the country." Max wants to talk to Hilda first. Pete asks Hilda to be guest of honor, she refuses: "I only came to help." Awkward tension. Hilda sends Max for napkins—signal she wants to talk to Bannon alone. "Did you mean it? Did you mean the whole thing?" She slowly nods. They hang flags together. Bannon tells her about Indianapolis project, then realizes: "Can you go with me Monday?" She nods. "And you'll stay for the dinner, won't you?" She nods again. James tries giving speech praising Bannon—Bannon physically stops him: "We aren't handing out any soft soap at this dinner." James shouts: "How about this, boys? Shall we stand it?" Chorus: "No!" "All right then. Three cheers for Mr. Bannon. Now, hip hip—" Response unstoppable. End of Calumet K. What you'll learn in this episode: The apprentice-to-assistant pipeline: Bannon recognizes Max's growth, offers him assistant role on revolutionary concrete elevator project, investing in people who proved themselves Why Hilda initially refuses guest of honor seat: knows it will force public acknowledgment of relationship before she's decided, she wants control of timing The napkin signal: "Max, won't you go out and get enough napkins?", Hilda taking control, creating space to talk to Bannon, reversing her week of avoidance Bannon's forgotten promise: gets excited about Indianapolis project, forgets vacation entirely until she asks "When are you going to begin?", work comes naturally to him The Monday question: "Can you go with me Monday?", not the romantic St. Lawrence trip, just straight to next job together, she says yes Why Bannon stops James's speech: "We aren't handing out any soft soap. If you try that again, I'll throw you out the window.", protects both his reputation and Hilda's privacy "Three cheers for Mr. Bannon. Now, hip hip" There was no stopping that response. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 16 of "Calumet K" by Merwin Webster. After the proposal, Bannon exhausted but wanders elevator aimlessly. Carpenter finds him at top of marine tower: "I ain't on this shift. I just come around to see how things were going. We're going to see you through, Mr. Bannon." Finest tribute he ever received, reinvigorates him completely. Pete physically forces Bannon to bed around 10pm, literally picks him up: "I'm boss here at night and I fire you till morning." Bannon oversleeps next morning, first time ever, deeply humiliated. Final day: water buckets placed by every bearing. Bannon inspects everything four times, writes "Okay, CB Bannon" on stairway door in blue pencil. Big powerhouse siren signals start, men streaming in from everywhere. "Here's where we go slow. All machinery thrown in one thing at a time." Wheat pours in from cars and barges. Marine leg descends 90 feet into barge hold: "magnificent audacity, heavy enough to wreck the barge like birch bark canoe if it got away." Pete climbs down sleet-covered leg to patch leak. December 30th noon: clear they'll finish. Next morning: "She's full, Mr. Bannon. I congratulate you." McBride: "Do you want to sleep or talk business?" Bannon: "Sleep? I've been oversleeping lately." What you'll learn in this episode: The power of earned loyalty: carpenter not on shift, came just to watch, "We're going to see you through, Mr. Bannon"—tribute recharged Bannon completely after emotional exhaustion When the boss needs forced rest: Pete literally picks Bannon up and carries him, "I'm boss here at night and I fire you till morning", sometimes leadership means overruling the leader The signature of completion: Bannon writes "Okay, CB Bannon" on blank stairway door in blue pencil, simple mark of personal accountability and pride Starting big systems carefully: "Here's where we go slow. All machinery thrown in one thing at a time. Line shafts first, then elevators. She's got to run light 15 minutes." Risk-taking under pressure: Pete climbing down sleet-covered 90-foot marine leg over open barge hold to patch leak mid-operation, "playing his neck against half hour's delay as serenely as most men walk downstairs to dinner" The final accounting: December 31st morning, superintendent holds out hand, "She's full, Mr. Bannon. I congratulate you." "We're going to see you through, Mr. Bannon." The finest tribute he ever received. If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 15 of "Calumet K" by Merwin Webster. The national wheat speculation fight explained: Paige Company vs "the click", if Paige can't deliver by December 31st, he loses everything. Storm arrives December 18th, northwest blizzard, 60 miles per hour, two feet of snow. Workers don't change shifts for 24 hours clearing snow. Days of biting cold where "carpenters who earned $3 a day envied the laborers whose work kept their blood moving." New delegate James points out drenched workers aren't productive, Bannon orders oilskin coat for every man, "they swarmed over the building looking like glistening yellow beetles." Christmas night: Bannon and Hilda in office, rain tapping on glass. "I've been thinking about my vacation. I've decided to go up to the St. Lawrence." They go to see completed belt gallery in the storm. Max realizes "for the first time in his life, another knew Hilda better than he did." In the belt gallery, rain driving through windows: "I don't believe we'd better write. You come along with me. Up to the St. Lawrence." Bannon proposes. Hilda silent, looking at him. "I think we'd better go back." He guides her back. "You don't mean that you can't do it." She shakes her head, hurries to office. What you'll learn in this episode: Understanding the stakes beyond the project: Paige's entire empire riding on Calumet K completion, "if Bannon should fail, Paige would be short 2 million bushels" with millions at risk Crisis leadership during natural disaster: 24-hour shifts clearing snow, no one takes regular hours option, "they felt as soldiers feel when led to the charge" The practical care principle: James points out wet workers aren't productive, Bannon immediately orders oilskin for everyone, not sentiment, just smart management Why the system works under pressure: "Division superintendents snapped out orders, conductors made flying switches in defiance of company orders", everyone aligned to single mission The proposal context matters: Bannon doesn't propose in comfort, he proposes in a rain-soaked belt gallery they just built together, in the middle of the biggest fight of his career Ambiguous ending interpretation: "She shakes her head", is it "no I can't" or "no, you don't understand, yes"? The text leaves it unresolved until next chapter "I don't want to go anywhere alone. I guess that's pretty plain, isn't it?" If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 14 of "Calumet K" by Merwin Webster. Victory's effect everywhere, Peterson won't sleep anymore this year, working harder than ever. Bannon has rare discouraged moment complaining about the job. Hilda diagnoses him: "You need excitement. The trouble today is everything's going too smoothly. You weren't afraid yesterday because you thought there was going to be a strike." Belt gallery challenge: railroad permits it but postcript says "not allowed to erect trestles or scaffolding in right-of-way", seemingly impossible. Bannon's solution: hang massive steel cable across tracks, suspend gallery construction from pulleys sliding along cable, build it hanging in midair. Brown finally sends silk hat, immediately blows into river, gets fished out thoroughly drowned. Christmas Eve: "Is tomorrow Christmas?" Bannon genuinely astonished. Makes audacious ask: "Can't we put it off a week? If you'll say Christmas is a week from tomorrow, I'll give every man a Christmas dinner you'll never forget." 48-hour build in northeast gale, gallery swaying wildly, men exhausted. Christmas afternoon 4:00pm: last bolt drawn taut, gallery done. Bannon worked 16 consecutive hours, ate two sandwiches. "She'll hold." What you'll learn in this episode: How victory changes everything: after Grady expelled, Peterson transformed from sulky afternoons to "I ain't going to sleep anymore this year, I don't like to miss any of it" The discouragement diagnosis: Hilda recognizes Bannon needs problems to solve, "if the elevator caught fire you'd feel all right again", some leaders thrive on crisis Engineering under impossible constraints: railroad says "no trestles, no scaffolding", Bannon hangs entire 150-foot gallery from cable suspended across tracks while building it The Christmas negotiation: asking men to work Christmas Day, offering fair trade, postpone celebration one week, everyone gets feast "you'll never forget, bring your friends" Why the ask worked: reciprocal commitment, Bannon's been working alongside them for months, proved he'll do what he asks of them, offers genuine compensation The final sprint execution: 16 hours straight Christmas Day, northeast gale shaking the structure, "sheer goodwill that drove the hammers" "Can't we put it off a week? If we work tomorrow and have her full of wheat a week from today, does that go?" If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 13 of "Calumet K" by Merwin Webster. December 10th: three of four Koopala stories built, work progressing well. Grady appears with scout to reconnoiter. Bannon pretends to go home but stays hidden. Grady delivers ultimatum: "At 10:00, if your runway and dollies ain't working, the men go out." Bannon calls committee to office. "Have you voted to strike?" Murphy mumbles: "No, we ain't voted for no strike." Peterson and Max physically bring Grady in, dust on shoulder, torn collar, Pete's sleeve rolled up over bare forearm. Bannon reads Grady's blackmail letter aloud to committee. "Tonight he's ordered a strike. He calls himself your representative, but he's acted on his own responsibility. I'm through with Grady. I won't have him here at all." Grady tries oratory, committee silent. Bannon reveals trump card: "I laid this matter before President Carver. I have his word that if you hang on to this man after he's been proved a blackmailer, your lodge can be dropped from the Federation." Committee files out without Grady. Bannon marches him to property line: "This is where our ground stops. Now get out." What you'll learn in this episode: Strategic patience pays off: Bannon waits for Grady to overplay his hand by calling unauthorized strike, doesn't confront until the moment is perfect The pretend-to-leave tactic: Bannon announces he's "going home" loudly near laborers so Grady thinks coast is clear, actually stays hidden waiting for the move Why you prepare evidence before confrontation: typewritten copy of Grady's blackmail letter, conversation with President Carver, all groundwork laid before showdown The committee exposed Grady's bluff: "Have you voted to strike?" forces them to admit "No, we ain't voted", Grady acting without authority James (Carver's investigator) undermining Grady from inside: asking pointed questions in lodge meetings, presence in room makes Murphy tell truth instead of lie The boss doesn't negotiate with unauthorized strikes: "I'm sick of this. That's all. You can go.", clean, final, no debate "I'm through with Grady. I won't have him here at all. If you send him around again, I'll throw him off the job." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 12 of "Calumet K" by Merwin Webster. November 22nd telegram: Marine Tower added mid-project. Brown's letter: "This elevator will make or break them. You can have all January for vacation if you get it through." Bannon describes St. Lawrence River to Hilda, big, open country, forests that make Michigan pinewoods look like weeds. Grady has poisoned the injured hoist worker: "He thinks Max has been trying to buy him off." Hilda volunteers to handle the delicate negotiation: "If you let me go, I'll fix it. I know I can." Bannon recognizes what she saw at a flash, this was a case for delicate handling. Hilda successfully visits the injured worker, prevents lawsuit. Personal moment afterward: "I thought you don't think very much about the men. I thought so, too. And tonight I found out some things you've been doing for him. I knew it was you that did it and not the company. And I beg your pardon." Marine tower construction begins. Peterson working with renewed energy after reconciliation with Bannon. What you'll learn in this episode: Mid-project scope changes under deadline pressure: Marine Tower telegram arrives November 22nd forcing complete redesign of spouting house while maintaining January 1st completion Recognizing when someone else has the right touch: Bannon sees what Hilda saw instantly, this injured worker situation needs delicate handling, not his direct approach The danger of manipulation: Grady convinces injured worker that care packages are "all a part of the game to bamboozle him out of the money that was rightfully his" Why leaders do the invisible work: Bannon sending tobacco and personal touches to injured worker—not the company, not for credit, just because it's right The reconciliation effect on performance: Peterson's spirits rise with a leap once misunderstanding removed, "working as he had never worked before", night shift now matching day shift energy "I thought you don't think very much about the men. I thought so, too. And tonight I found out the truth. I beg your pardon." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 11 of "Calumet K" by Merwin Webster. Bannon holds council of war on wharf with Hilda, Max, Peterson. Explains Grady's blackmail won't deliver: "He'd call the men off just the same after he'd struck us for all he thought we'd stand." Can't reason with laborers directly, "they don't want facts or reason, what they like is Grady's oratory." Key principle: "Strike as high as you can. The biggest man who will let you in his office. It's the small fry that make the trouble." Tells Hilda railroad story: as alderman in Yoger, chained up BYP train to tracks until railroad paid $430 city debt. Visits RS Carver, president of Central District American Federation of Labor. Makes systematic case Grady is blackmailer: meets at night not office, wants Sunday meeting in Chicago not jobsite, gives oratory not specifics. Carver: "I don't see any reason why I should help you." Bannon: "If there's any chance what I said is true, better for your credit to settle quietly. Do your investigating in advance." Next morning "James" appears asking for job, Bannon recognizes him as Carver's investigator, hires him immediately. What you'll learn in this episode: Why you can't reason with manipulated crowds: "They don't want facts or reason. What they like is Grady's oratory. They'd resolve I was a thief and a liar and vindicate Grady more than ever" Strike as high as you can principle: "The general manager of a railroad is always easier to get on with than the division superintendent, it's the small fry that make trouble" Building systematic case against blackmailer: night meetings not office, Sunday in Chicago not jobsite, oratory not specifics, learns deadline/budget then sends warning letter The creative problem-solving story: chaining train to tracks to collect city debt shows Bannon's pattern of unconventional solutions Getting investigation started: Carver can't officially investigate but sends "James", Bannon recognizes him instantly and hires him to ground floor "Strike as high as you can. The biggest man who will let you in his office. It's the small fry that make the trouble." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 10 of "Calumet K" by Merwin Webster. Grady sees opportunity: rush job plus Peterson's leaked information equals blackmail leverage. Visits Peterson trying to manipulate him into ousting Bannon. Peterson refuses: "You was the boss here now, and I was only the foreman of the night shift." Peterson finally tells Bannon about Grady's visits. Bannon confronts Peterson directly: "Why don't we pull together better? What is it you're sore about?" Repairs relationship: "I want to feel that I've got you with me. Come around and tell me what I'm doing wrong." Peterson: "I never knew you wanted to consult me about anything." Grady sends note demanding Sunday meeting, Bannon ignores it. Grady waits in Bannon's room Monday evening demanding $5,000 to prevent strike. Bannon: "They'd be willing to pay fully that to save delay. Do you think you're going to get a scent of it? I'd have settled it up for $300 and a box of cigars right at the start. But as long as I knew you'd sell out again if you could, I didn't think you were even worth the cigars." Marches Grady to stairs: "I wish you were three sizes larger." What you'll learn in this episode: How leaked project information becomes blackmail leverage: Peterson's casual mention of January 1st deadline and "doesn't care what it costs" gives Grady exactly what he needs Direct confrontation repairs relationships: Bannon doesn't dance around Peterson's resentment, asks straight out "What is it you're sore about?" and invites consultation Spotting extortion early: "I had your size the first time you came around. Don't you think I knew what you wanted?" Why you never pay blackmailers: "I might pay blackmail to an honest rascal who delivered the goods paid for, but as long as I knew you'd sell out again if you could, I didn't think you were even worth the cigars" The reconciliation principle: "I want to feel that I've got you with me. Unless we pull together, we're stuck for sure" "I'd have settled it up for $300 and a box of cigars right at the start. But I didn't think you were even worth the cigars." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 9 of "Calumet K" by Merwin Webster. Riley returns with union business agent. Bannon handles professionally: "If you'd like to investigate, I'll give you all the opportunity you want." Agent leaves satisfied. Grady appears on distributing floor delivering speech to laborers about being "driven at point of pistol." Bannon forces Grady to ride the hoist rope down 90 feet, Grady terrified, workers grinning. Grady makes dramatic speech: "Who gave you the right to decide this man shall live and this man shall die?" Bannon calmly refutes: "Go ask that man if he has any complaint. McBride pays men for taking risks he's done himself." Tells Grady: "If you're looking for fair play, you'll get it. If you're looking for trouble, you'll get it." Peterson struggling with night shift isolation, brooding about being superseded, twisting everything Bannon does into evidence of jealousy. Encounters Grady who manipulates him into revealing: "Bins have to be chalk full of grain before January 1st, no matter what happens. He don't care how much it costs." Peterson realizes he talked too much, decides not to tell Bannon. What you'll learn in this episode: Professional union handling: invite investigation, offer transparency, treat delegates "half as well as you'd treat a yellow dog, they're likely to be very reasonable" Gallery play principle: forcing Grady to ride the hoist rope down shows workers the walking delegate is afraid, public demonstration of who's actually in control The calm confrontation approach: Grady's theatrical drama ("Who gave you the right to decide this man shall live?") vs Bannon's logic ("Go ask that man if he has complaints") How isolation breeds resentment: Peterson's night shift loneliness leads to brooding, twisting everything into grievances against Bannon Information security failure: Peterson reveals critical deadline to Grady (the enemy), realizes too late "he had talked too much", critical project intel now compromised "If you're looking for fair play, you'll get it. If you're looking for trouble, you'll get it." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw

Jason shares Chapter 8 of "Calumet K" by Merwin Webster. Saturday afternoon: every worker knows Bannon pulled a gun on Riley. Some angry, most relieved, "a good workman is surer of himself under a firm than under a slack hand." Max and Hilda disappointed, don't understand difference between dropping hammer (careless) vs overloading hoist (calculated risk). Bannon builds wooden elevator box to take Hilda up 90 feet to distributing floor. Max guides box from ladders with rope. Hilda tours the framing, sees Peterson working shirtless on high girders. Awkward dynamics: Peterson interested in Hilda, tension with Bannon growing. Reorganizing for three 8-hour shifts: midnight-8am, 8am-4pm, 4pm-midnight. Bannon takes 7am start (controls all three shifts during day), Peterson takes evening. Peterson moves out of shared room, sullen and defiant. New system runs smoothly despite Peterson's complaints. "Honest Hilda, I don't see how he does it. I don't believe he ever takes his clothes off." What you'll learn in this episode: Why firm authority improves morale: workers "cowed" initially, but majority relieved because "a good workman is surer of himself under a firm than under a slack hand" The elevator box principle: when you invite someone to see the work, build the infrastructure to make it safe and impressive, 90-foot wooden elevator instead of dangerous ladders Understanding calculated risk vs carelessness: overloading hoist to keep up with carpenters (calculated) vs dropping hammer into bin (careless), Max and Hilda don't see the difference Three-shift scheduling strategy: Bannon takes 7am start to control day work and oversee all three shifts, Peterson takes evening (operational control, not personal preference) Managing personal dynamics without explaining: Bannon knows Peterson thinks it's about Hilda, but "it was important that he should control the work during the day" "I don't see how he does it. I don't believe he ever takes his clothes off." If you like the Elevate Construction podcast, please subscribe for free, and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 😊). Also, here are links to our YouTube Channels: · Jason Schroeder YouTube Channel: https://www.youtube.com/channel/UC4xpRYvrW5Op5Ckxs4vDGDg · LeanTakt YouTube Channel: https://www.youtube.com/c/leanTakt · LeanSuper YouTube Channel: https://www.youtube.com/channel/UCzQDevqQP19L4LePuqma3Fg/featured · LeanSurvey YouTube Channel: https://www.youtube.com/channel/UC-Ztn3okFhyB_3p5nmMKnsw