Field Notes

Useful things,
learned on the job.

I do not have a formula for every situation. These are a few practical habits I have found useful in construction, business, and working with people.

Focus
Projects · People · Business
Approach
Plain language. Practical next steps.

Project planning · 3 minute read

Before the job starts, make the unknowns visible.

A schedule can look complete while the decisions behind it are still unclear. Early questions are usually easier to manage than late surprises.

Before work gets moving, I like to know who owns the next decision, what information is still missing, and which handoffs carry the most risk.

That does not eliminate problems. It gives the team a better chance to see them early and deal with them while there are still options on the table.

Three questions worth asking

  1. 01What still needs a decision?
  2. 02Who owns that decision, and by when?
  3. 03What other work depends on the answer?

Clarity early is usually easier than urgency later.

Communication · 3 minute read

A useful update should leave less uncertainty.

More information does not always mean better communication. A good update helps people understand what changed, what matters now, and what happens next.

It is easy for updates to become a list of activity. The useful part is helping everyone understand whether the work is on track and where attention is needed.

I try to keep it straightforward: say what changed, explain the impact, and be clear about the next decision. If there is a problem, name it early enough for the team to do something about it.

Three questions worth asking

  1. 01What changed since the last update?
  2. 02What needs attention right now?
  3. 03What decision or commitment comes next?

The goal of an update is not more detail. It is a clearer next step.

Leadership · 3 minute read

Hold the standard without losing the person.

Clear expectations and respect can exist in the same conversation. In my experience, people do better when they understand both the standard and the reason behind it.

A difficult conversation does not need to become a dramatic one. Start with the work, be specific about what needs to change, and make sure the person has a fair chance to respond.

The standard still matters. So does the way you carry it. I have found that direct, respectful conversations usually get further than avoiding the issue or making it personal.

Three questions worth asking

  1. 01Is the expectation actually clear?
  2. 02Does the person have what they need to meet it?
  3. 03What is the next observable step?

Be direct about the work and fair with the person doing it.

Have a question worth unpacking?

If there is a construction or business topic you think would be useful to cover here, feel free to send it along.

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Ottawa, Ontario

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