What if the best thing you've ever done on a jobsite can't be taught? That's a question I've been wrestling with. I've spent more than 40 years in construction, and like a lot of us, I've been fortunate enough to turn around difficult jobs, mentor younger superintendents, and solve problems that didn't seem to have a solution. For a long time, I thought experience was the answer. Now I think experience is only part of it. The real question is: Can you explain why you made the decision you made? Or does it just live in your instincts? Too much of our industry depends on personality. "He's just a natural leader." "She's got great instincts." "He just knows how to run work." But what happens when they retire? If we can't explain what we're doing in a way someone else can learn, practice, and repeat, then we've passed on stories instead of standards. The next generation doesn't just need our experience. They need a framework they can stand on while they're building their own. That's what I've been trying to put into words over the last few years. Not a better personality. A better standard. I'm curious... What's one thing you've done for years that came naturally to you—but only later realized you had to learn how to teach? I'd enjoy hearing from some folks who've spent a lifetime building this industry.

I would love to hear how the Lean coffee went this morning. Unfortunately, I have a reoccurring Toastmasters meeting that conflicts. Also, what do you think about my new profile picture?

Hey Dawgs! I’d like to hear about the experiences in this community about dealing with the psichological stress that comes from trying to do things in line with your values and contrary to how things have historically been done. There is tangible results that show how working with empathy builds momentum, but at the same time it presents a “risk” in terms of control, for people in “upper management” and that “ invisible” tension is taking a toll in my mind. I would appreciate you al’ s nuggets of wisdom from your experience… For reference, I am in an operations management position.

Calling all old and new dawgs. What are your expectations ( or demands ) from the trade partner foreman/supers I’m looking for specific personal and planning skills we could train on to elevate the pain on our projects. Exclude , know the plans Know Procore . We all know this area is a common topic.

Heather and I are going to submit an abstract on the Red Zone vs. Green Zone jobs. Calling on Old Dawgs to help us come up with a questionnaire. Blowing up Hoots spot here but he has a great idea in the works regarding an app that rates the trustworthiness of a leader based on feedback from the folks that work with that individual. We were thinking of a similar thing for a jobsite, something that rates the health of a job. Workers could fill out a questionnaire anonymously and the results would pump out a score with a threshold above which is a "Green Zone" and below a "Red Zone" job. What kind of questions should be included??