Strong Opinions, Loosely Held: The Secret Weapon for the Future of Construction
After years in the field dealing with outdated tools and tangled spreadsheets, I was sure I knew what needed to change. It was then I had the opportunity to build a one-size-fits-all platform from the ground up. I had strong opinions that this was the answer, and I wasn’t afraid to share them.
But about a year ago, something shifted.
I was introduced to a different approach to technology. One that challenged everything I thought I knew. It wasn’t just humbling, it was eye-opening. And it led me to a mindset that now shapes how I think about innovation in construction: strong opinions, loosely held.
Originally coined by futurist Paul Saffo (and later popularized by Simon Sinek), the phrase is about having the courage to form bold ideas and the humility to change them when new data proves you wrong. The key word here is proof. When it’s no longer about ego or opinion, but rather about outcomes backed by evidence, that’s when real progress happens.
And in construction, where the landscape is shifting fast and the cost of stagnation is high, that kind of mindset isn’t just helpful. It’s mission critical.
Why This Philosophy Works in Construction
While construction often masquerades as an industry built on blueprints and schedules, if we’re being honest the real work on a jobsite happens in the gray areas. Projects shift. Labor availability changes. Materials don’t show. And I don’t even need to mention the chaos that can ensue from one RFIs or change order.
Having strong opinions—like “This is the best way to deliver this project” or “We should build to this schedule”—is how we move forward decisively. But holding those opinions loosely? That’s how we survive and adapt.
The construction industry isn’t lacking in expertise. What we’ve lacked is the cultural permission to say, “I was wrong. Let’s change course.” Too often, egos get stapled to decisions, and we stay the course long after the ship has started leaking.
And that is where leaning into “strong opinions, loosely held” can save the day.
Ok, So Prove It Works Then
As I said before, the key word to changing an opinion is proof. So, here’s a quick look at how this has worked in real life.
Kaizen Development Partners
After weathering the 2008 crisis, CEO Derrick Evers made “strong opinions, loosely held” a cornerstone of the company’s culture. His approach? Encourage bold ideas—but expect them to change as the facts do. That mindset helped them rebound and thrive in a market that chewed up more rigid competitors.
Integrated Project Delivery (IPD)
IPD thrives on collaboration and open communication. It works best when team members come in with their own expertise (and their own ideas) but are willing to adapt those ideas based on the needs of the whole. The magic happens when a superintendent’s opinion can be challenged by an apprentice… and both walk away better for it.
Construction Tech Startups
The best tech firms entering our space (the ones who actually understand construction) follow this mantra religiously, knowing that one size never really fits all. They launch strong product ideas, test them in the field, gather feedback, and pivot—sometimes drastically. That iterative loop is exactly why some platforms adapt to the customer while others force the customer to adapt to them.
These are just a few examples of ideas that, when proved to work, allowed the folks to pivot to a new concept.
My Challenge to You
If you’re leading within a construction company or project, you’re not just managing projects—you’re steering culture. And culture determines how your people respond to uncertainty.
So, here’s your challenge:
· Encourage strong opinions.
· Build processes that test them quickly.
· Create psychological safety so people feel safe letting go of bad ideas.
· Reward learning, not just being “right.”
· And maybe most importantly…Model it yourself.
Your team needs to see leaders who are willing to say, “I believed this was the best path—but I’ve learned something new, and we’re shifting gears.” That’s not weakness. That’s leadership.
But Keep Your Strong Opinions
Let’s be honest, I still have strong opinions. If you’ve gotten this far in the blog you already know I’m not afraid to dig in and go to bat for something I believe in—whether it’s a forecasting methodology, a digital transformation process or the best LEGO set of all time (The Falcon, hands down, don’t @ me).
But these days, I hold those opinions just a little looser.
As David Goggins said in his book Can’t Hurt Me, “A fixed mindset is one of the worst mindsets you can possibly have. I realized I had to change my mindset, very few of us are willing to do that.” Because what really makes us successful in construction (or any industry) isn’t how firmly we believe something—it’s how quickly we’re willing to learn when the world proves us wrong.
And after all, if someone like me can change their tune on construction tech after 20+ years in the field?
You can too.
Construction is cool, tell your friends!