In 2002, the Oakland A’s had one of the smallest budgets in baseball and one of the best records. While other teams relied on scouts and intuition, general manager Billy Beane built a roster using data and discipline. He did not chase superstars. He built a system, and the system won.
Instead of trusting what people felt, he trusted what the numbers proved. The result? The A’s outperformed teams with triple their payroll and changed how baseball was managed forever.
Construction could use a little of that mindset.
We all say we want to plan better and work smarter, but too often we still rely on gut feelings and old habits. Moneyball is not just a baseball story. It is a leadership story. It is about courage, discipline, and building systems that help people perform their best.
I see the same resistance Beane faced in our industry. We have decades of tradition that people defend like gospel. You have probably heard things like, “We have been doing it this way for 30 years,” or “We tried that once, and it didn’t stick.” But leadership is not about protecting the old playbook. It is about writing a better one.
Beane stopped chasing home run hitters and started focusing on players who could consistently get on base. He cared more about steady performance than flash, and he built a system that made ordinary players perform like stars. That is the shift we need in construction. Instead of rewarding the hero superintendent who saves a project at the last minute, we should celebrate teams that deliver predictable progress day after day.
That is what Lean systems are built for. Daily huddles, constraint logs, and visual planning are not busywork. They are how we get everyone on the same page and keep the work flowing. They create rhythm, alignment, and accountability. When those systems are consistent, the project performs. But when we stop showing up to huddles or stop updating our boards, the flow falls apart.
Beane’s success was not about spreadsheets. It was about conviction. He stuck with the plan even when people around him doubted it. That is what Lean leadership takes. You will face pushback. Some people will think the process takes too much time. Others will roll their eyes and wait for you to quit. But consistency is what builds credibility.
The best Lean leaders use information to create clarity, not control. They measure to learn, not to blame. They make data visible so their teams can make better decisions. When people understand the plan and can see progress in real time, they stop guessing and start collaborating.
And just like in Moneyball, the results start speaking for themselves. Projects run smoother. Teams communicate better. Work becomes more predictable. Once people see that Lean works, the culture starts to change.
But you have to stick with it.
Moneyball was not really about baseball. It was about courage. The courage to think differently, measure what matters, and trust the process when it is uncomfortable.
Construction does not need more heroes. It needs more leaders who coach instead of command, who use data to empower instead of punish, and who build systems that help people succeed.
Beane proved you cannot buy success. You have to build it. The same is true for us.
If you want to change how your projects perform, start by changing how you lead. Commit to the systems that create flow. Trust your people. Measure what matters. And stay the course when it gets hard.
That is how we build better teams, better projects, and a better industry, one base hit at a time.
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Keyan Zandy, Skiles Group
Keyan is a longtime Lean enthusiast and advocate with a curiosity for how Lean processes and tools can improve teambuilding and teamwork in construction. As Skiles Group’s CEO, Keyan is responsible for driving corporate growth and guiding the company’s strategic direction while maintaining a dual focus on client service and nurturing a progressive company culture. With an emphasis on technological advancement, continuous improvement, and innovation in construction, Keyan shepherds the firm’s commitment to improving project delivery processes via Lean Construction and Lean project planning initiatives. He is the co-author of The Lean Builder: A Builder’s Guide to Applying Lean Tools in the Field, which simplifies and clearly articulates the benefits of seven primary Lean concepts, and delivers them in a highly-relatable, immediately-applicable, and field-friendly manner. Keyan also serves as Chairman for Smart Safety, an award-winning crisis management communication and emergency response tool.
