The Construction Learning Deficit

Below is a cleaned up transcript and at the bottom is a condensed PDF flip book:

Let’s talk about something that’s kind of a dirty secret in the construction industry — something that holds a lot of people back.

Construction is an industry that values knowing over learning. I mean in general, especially in small residential companies, but it’s a bigger problem than most people realize. So let’s break it down.

The Expectation vs. Reality

In construction, the expectation is that everyone already knows what they’re doing. People get promoted based on what they know and what they’ve done. But here’s the catch: there’s very little investment in actually teaching and training people.

Instead of learning, people are just expected to perform. And if they don’t know something? Well, they’ll either figure it out the hard way or work extra hours to cover it up. Because admitting they don’t know could cost them future opportunities.

The Real Problem

For an industry that relies so heavily on knowing and doing, there’s surprisingly little focus on learning, education, or developing people. It’s almost like everyone expects great results but doesn’t want to invest in the people and the processes that create those results.

And that’s crazy! If we want better, more skilled workers, we need to train them. If we want stronger teams, we need to build them up, not just assume they magically know what they’re doing from day one.

We need to be more human (humane) about this. More empathy, more support, more willingness to actually help people grow instead of expecting them to just “get it” instantly. We need to have more respect for people. I will talk more about that “respect for people” in another video.

The Bigger Picture

Now, let’s zoom out. How can an industry, or even just a single company or person, improve if everyone is expected to already know everything?

The truth is, self-proclaimed experts are often terrible collaborators. In some cases, they barely even know what they’re doing! Hiding behind one’s own decades of experience and supposed expertise can be a kind of defense mechanism. Defense against other people finding out that you don’t really know it all. It’s an ego problem, I suppose.

The best, most collaborative environments aren’t full of “all-knowing” people—they’re full of learners. And to be a learner, you need humility.

Some of the best leaders I’ve ever met? They’re the first ones to admit when they don’t know something. And that’s what makes them great. Because they’re choosing growth over ego, learning over pretending.

So it’s time to rethink and improve construction culture. Less pressure to know it all, more focus on learning together. Collaboration. That’s how we build not just better projects, but better companies, and a better industry.

How Construction Companies Can Implement Better Training

Alright, so we’ve talked about the problem—construction values knowing over learning, and that’s holding the industry back. So how do we fix it? Let’s break down real, actionable ways companies can build a stronger, smarter workforce.

Structured Onboarding Programs

Most construction jobs throw people straight into the deep end. But a solid onboarding process sets new hires up for success. Instead of just handing them a hard hat and expecting them to figure it out, companies should:

• Pair them with mentors or experienced workers for hands-on learning.
• Provide clear training manuals or digital resources tailored to their role.
• Conduct safety and skills assessments to see where extra training is needed.

A well-structured onboarding program can reduce mistakes, boost confidence, and improve retention.

Invest in Continuous Training (Not Just Safety)

Most construction training revolves around safety compliance—which is important—but what about skills development?
Companies should:

• Offer workshops on new techniques, materials, or technologies.
• Bring in industry experts for hands-on demonstrations.
• Set up monthly “lunch & learn” sessions where experienced workers share knowledge.

Training shouldn’t stop after onboarding. It should be part of the company’s culture.

Leverage Technology for Smarter Learning

Technology is making it easier and cheaper to train workers.
Companies can:

• Offer mobile learning apps so employees can train at their convenience.
• Utilize video tutorials and online courses for specialized skills.
• Use VR and AR simulations to train workers on equipment before they step onto a job site.

This makes training accessible, engaging, and cost-effective.

Create a Culture Where Asking Questions is Encouraged

One of the biggest problems in construction is that workers fear looking incompetent if they ask questions. That mindset needs to change. Leaders and supervisors should:

• Normalize asking for help by openly admitting when they don’t know something.
• Reward curiosity and initiative—if someone asks a great question, acknowledge it!
• Encourage team discussions and knowledge-sharing to break the “just figure it out” culture.

A team that asks questions is a team that grows.

Leadership Development for Foremen & Managers

Good leaders don’t just give orders—they coach, mentor, and guide. Construction companies should:

• Train foremen and supervisors how to teach and develop their teams.
• Provide leadership courses focused on communication, conflict resolution, and motivation.
• Encourage leaders to set training goals for their teams, not just production goals.

When leadership is supportive and engaged, workers feel more valued and willing to learn.

Make Training a Path to Promotion (Not Just Experience)

Right now, promotions in construction are mostly based on experience and tenure. Instead, companies should:

• Create a clear roadmap where employees can see how training leads to career advancement.
• Offer certifications and incentives for learning new skills.
• Promote based on competency and leadership potential, not just years in the field.

This makes learning an investment in a future career, not just a box to check for compliance.

Make the Best of What We Have

One of the increasing problems the construction industry has is attrition. Companies lose a lot of employees, especially companies that don’t provide opportunities for advancement. And as the older generation is retiring, the younger generation is showing less interest in construction.

We need to make better use of the remaining old people by having them teach and train the younger people more effectively. By doing so, we can improve the industry, or at least you can make your own company more attractive. Make the labor shortage someone else’s problem.

Hire a Consultant

You can hire me to help your company:

• Write detailed job descriptions, policies, and procedures.
• Create a company library online for ease of access and updates.
• Develop training programs and train your teams to work more effectively.

The Bottom Line

If construction companies want better workers, better projects, and better retention, they need to prioritize training and learning. The best teams aren’t the ones who know it all—they’re the ones who keep learning, keep improving, and work together.

So let’s start shifting construction culture from just knowing to actively learning. That’s how we build a stronger industry—literally and figuratively.

What do you think? Have you seen good (or bad) training programs in construction? Drop a comment below. Let’s chat about it. And if this was helpful, please subscribe for more insights!

PDF Flipbook: How Construction Companies Can Improve Construction

Here is a condensed list of ways that construction companies can implement better training. You can flip through and download it if you want.