By: Project Director Josh Young
In construction, there’s always a new challenge. Schedules are tight, details change by the hour, and teams are constantly moving from one project to the next.
In all that hustle, it’s easy for hard-earned lessons to get lost in the shuffle. Superintendents have battled this challenge for decades, but the rapid changes in technology and increased speed-to-market pressures have significantly amplified the need for a solution. Several years ago, a group of superintendents at Robins & Morton began working on a new approach to share lessons learned and conduct retrospectives. This is our story.
The Problem: Lessons Lost
Lessons learned on one job didn’t always make it to the next. Crews would figure out a better way to handle a tricky detail or avoid a safety issue, but unless someone happened to mention it at the right time, that knowledge stayed siloed. Mistakes would be repeated, and we would reinvent the wheel. It was clear that a more formal process was needed to capture and share what was working and what wasn’t.
But sharing lessons learned isn’t just about avoiding mistakes. As more workers reach retirement age, the construction industry is losing essential institutional knowledge. For years, mentorship with entry-level workers has helped with bridging the gap, but there’s a limit to how many people one experienced worker can mentor. If we can improve the way we document and share experiences, we’re one step closer to solving a knowledge-transfer issue that threatens our industry. Committing to finding a better process can have a far-reaching impact, making construction safer and more efficient, while attracting more talent.
Starting at the Jobsite
For Robins & Morton, the change started small, right at the jobsite. On our Carilion Roanoke Memorial Hospital Crystal Spring Tower project, we incorporated weekly lessons learned reporting into our meeting structure. The meetings weren’t long, and they served as regular, established times for the team to talk about what went right, what went wrong, and what could be done better next week. Sometimes it was as simple as asking questions to prevent a procurement hiccup or providing a quick rundown of a new scheduling practice that worked well.
The impact was immediate. Our team felt more engaged, and small improvements started adding up. Problems were solved faster, and everyone had a voice in making the project better.
Growing Companywide
As we saw the benefit, we wanted the idea to spread. What started as informal jobsite discussions turned into structured meetings with other superintendents on jobsites across the country with set agendas. Virtual chats evolved into quarterly in-person meetings, where we had the opportunity to walk projects together and talk through the challenges we were having with more complete context. We checked our egos at the gate and focused on tackling real issues, like trade contractor performance or any recurring quality challenges.
An example that stands out was when one of our superintendents faced a late-in-the-project scope change. The end date for the project was immovable, and the shift in requirements was substantial. Eight of the superintendents from the established group walked the project together and shared ideas, contacts, and possible solutions. With the additional resources, the project team was able to solve the challenge and they finished the project on time.
These meetings also helped build stronger relationships. Superintendents were now sharing advice and growing as leaders. The group became a vehicle for building a stronger internal network and team.
To further support field management, a few team members also refreshed and published new Quality Management Policies. Now updated for the complexity of today’s projects, the policies ensure that everyone has a consistent playbook for tackling common problems.
Sharing Beyond the Company
The value of lessons learned doesn’t stop at a jobsite’s gate. Some of us have become involved with industry groups such as the Associated General Contractors’ Lean Steering Committee and Lean Construction Institute’s local Communities of Practice.
We’ve also taken our lessons learned to the stage. For example, a group of us presented this very idea at the 2025 Lean Congress. Sharing what we learn and gathering new ideas from others benefits everyone — it’s a two-way street.
How It Works
What does this process look like in practice? It starts with assembling the right group. Recruit people who are actively involved in day-to-day work who can bring real experiences to analyze. Schedule a regular meeting cadence with a clear agenda to maintain focus. Use digital platforms and templates to document takeaways and what you’re learning while making them accessible to teams across different regions. Incorporating in-person meeting time is also ideal.
Lastly, facilitation is key. Creating a space where everyone feels comfortable speaking up about successes and mistakes takes work. When teams see that their input leads to real, positive outcomes, buy-in grows. Feedback is encouraged, and stories of successful collaboration are shared to keep the momentum going.
Looking Ahead
There’s always more to learn in construction, and we know that through the plan-do-check-adjust (PDCA) cycle, improvement is a continuous process. But by making time for reflection and sharing, teams are building a culture where that’s a benefit, not a hindrance. The jobsite is still a busy place, but now, the knowledge gained on one project is helping make the next one even better.