Most teams fail at feedback in two predictable ways: they avoid honesty to stay pleasant, or they deliver blunt truths that leave lasting damage. Scott’s line is a simple operating system: show people you value them as humans, then be specific about what must change. When both are present, feedback feels like help, not an attack.

Caring personally looks like context and curiosity: ask what’s going on, listen, and tie guidance to the person’s goals. Challenging directly means naming observable behavior, the impact, and the next step without hedging. Use one example, one request, and a time to check progress. Praise works the same way: concrete, timely, and linked to outcomes.

Build it into the routine. Start 1:1s with “What’s one thing I could do better?” and model receiving the answer calmly. Normalize micro-feedback in the moment rather than saving it for performance reviews. When mistakes happen, separate the person from the problem and fix the system. Over time, trust rises, and challenging conversations get shorter.

Give one caring, direct piece of feedback daily and ask for one in return.

At Kiewit, the headline isn’t size, it’s the kind of work size enables. The company positions itself where difficulty is the job description: tunnels through mountains, hydropower that turns rivers into energy, and bridges that stitch regions together. In that world, competence isn’t impressive; it’s the entry fee.

Safety is treated as the first constraint, not a later checklist. Kiewit emphasizes craft-led safety programs and commitment at every level, aiming for a simple outcome: nobody gets hurt. It links that priority to quality, environmental stewardship, and compliance, arguing that safer systems are also the systems that deliver reliably. The company even claims safety performance nearly ten times better than the industry average, an ambition that forces rigor into daily habits.

That rigor extends into construction-focused engineering, a way of designing with buildability, schedule, and cost in mind. Across its operating companies, Kiewit highlights stability and predictability without losing flexibility. Underneath, four values People, Integrity, Excellence, and Stewardship frame growth as a promise to preserve culture for the next generation.

Kiewit’s scale works when craft-led safety and integrity deliver predictably.

Across the United States, power-hungry digital campuses are reshaping what gets built first. The headline work may look like vertical construction, but schedules increasingly hinge on substations, feeder upgrades, and new transmission taps that can deliver firm megawatts on time.

That shift changes bids. Civil packages are delayed by interconnection studies, transformer lead times, and local permitting, all of which were designed for smaller loads. Owners push for speed, neighbors demand safeguards, and contractors inherit the squeeze when energization dates slip.

The most resilient teams treat early coordination as production. They lock utility milestones, order critical gear early, standardize site layouts, and design for phased commissioning so capacity comes online in steps. In a market where electrons are the real critical path, builders who manage approvals and procurement like a craft will outperform those who only manage concrete and steel.

Secure interconnection and long lead equipment before mobilizing crews.

Bids are being reopened as fresh import duty talks collide with commodity swings. Framing packages, appliances, and finishes are being repriced during design, and schedules are being padded for reorders. A budget that looked safe at plan approval can unravel before the slab is poured.

Builders are tightening procurement discipline. They split scopes so volatile items are bought earlier, keep approved alternates ready, and use more explicit escalation language to avoid last-minute surprises. Many are standardizing a smaller set of plans so the same bill of materials repeats across communities.

Buyers will feel it as fewer bespoke options and more curated upgrades, while trades face stricter takeoffs and submittals. The firms that win will treat purchasing like finance: track exposure, lock pricing with suppliers, and communicate any adjustment windows long before contracts are signed.

Reprice at permit and presale; surprises destroy margins and trust.

Morning, crew. Today, we work smart in the cold. Dress in layers, keep spare dry gloves and socks, and take warm-up breaks before anyone gets chilled. Use the buddy system and speak up if you see shivering, numb skin, or confusion. Keep walkways clear of ice and slow down on ladders and steel. If you get wet, stop and change out. We will not trade speed for a preventable injury.

In cold, windy weather, your body loses heat fast, especially when you sweat or your clothes get wet. That is when judgment drops, and hands lose feeling, leading to slips, poor tool control, and bad decisions. Plan the day so heavy work happens when it is warmer, keep a heated spot for breaks, and rotate tasks. Watch for early warning signs such as constant shivering, fatigue, and numbness in the fingers or toes.

Cold-related problems are easier to prevent than to fix. Stay dry, stay covered, and take breaks before you feel worn down. If someone is not acting normally, is stumbling, or cannot stop shivering, treat it as urgent and get them warm immediately. If the skin is numb or pale, warm it gently and avoid rubbing it. Speak up early so we can reset the plan and keep everyone going home safe.

Finish today warm, alert, and injury-free by watching each other and taking smart breaks.