From Taverns to Trailers: Ben Franklin’s Junto — For Those of Us in Construction
- Amy Powell
- 22 hours ago
- 11 min read
Bring back honest conversation: trusted circles that sharpen judgment and strengthen teams.
Folks — I’m writing this today out of genuine concern for our industry (and those of us who work in it). And I’m not the only one — this is a concern I hear regularly: on jobsites, over coffee, and in conversations with leaders (field and office) across the industry. I have a genuine concern we’re losing the ability to engage in healthy debate and useful conflict, to give and receive necessary feedback, to sustain camaraderie and fulfillment — and that too many conversations have been shut down by the fear of mistakes, judgment, or public reprimand.
Ironically, many of the gaping wounds in our industry right now have an antidote that’s being treated like a poison: healthy communication — honest, open, face-to-face human conversation — and environments that allow for it. We need places we can be real with one another, build brotherhood and sisterhood, and practice the kind of camaraderie that lets us speak freely without getting shut down — to listen with curiosity, think critically, and respond with intent. Communication is every bit as essential as air, water, or food — and when it’s nutrient-dense, it fuels trust, respect, and fulfillment.
I raise this as someone who coaches and trains on construction communication — I research what works both in the field and in the office, and I run programs that put those practices into play. I’m naming these patterns because they’re real, not theoretical, and they matter to the work and the people doing it.
Not the Same as Social Media
Public platforms have a place — they surface problems and give people a voice. But they’re a different animal than the slow, face-to-face work I’m talking about. Online tends to reward those who are loudest, outrage, and one-line “mic drops,” not the patient back-and-forth that actually teaches us. I’ve seen it done well, but it’s rare. Productive disagreement requires the more complex human elements of communication — tone, cadence, body language, and the chance to ask “why” and follow up. That’s why a site trailer chat, a phone call, or a small video meeting works better for this kind of learning. We need to be protective about these spaces where slow, intentional (and constructive, not toxic) learning can happen.
Ben Franklin’s Junto: What it teaches us about conversation and craft
Those of us in the industry take satisfaction from building things — and from the mental work that keeps them running: problem solving, coaching crews, and making quick calls under pressure. In interviews with experienced construction folks for Making Construction Fun Again, responses were very similar: coming together and solving difficult problems as a team. This isn’t only for one-time project problems; it includes industry-wide problems — skilled-labor shortages, fading mentorship, succession and retirement planning, diversity, AI and tech implementation, office–field alignment, and GC–trade relationships.
These types of conversations need intentional time and space to be explored, tested, discussed, and questioned freely so they can be understood and solved. That doesn’t mean a meeting that’s all agenda and compliance — I’ve been in well-intentioned groups that are so rigidly structured they shut down honest disagreement and reward adherence over curiosity. Real learning needs room for pushback, mistakes, and testing, not just socially polished updates. Yet today these conversations usually happen only in fleeting ways — a quick trailer chat, a huddle, or, too often, and unfortunately, not at all.
I understand the political and social climate is a bit icy right now and people are cautious for good reason. But stopping conversations altogether carries a higher cost. To revive healthy debate and repair how we work together, I’d like to propose a solution from history: Benjamin Franklin’s Junto.
Junto was a small, regular group that met to learn from one another, test ideas, and practice modest, evidence-based conversation. The rules were simple — check your ego at the door; don’t argue just for the sake of winning; don’t claim absolute certainty — and members showed up prepared to teach and be taught for the greater good of the group (and beyond). The results of this small but impactful group? Today’s libraries, universities, and fire departments, and more. Even with these grand results, it produced a much more powerful and valuable result: deeper thinking, camaraderie, trust, and the fulfillment of connecting and overcoming challenges as a group.
Modern Juntos for construction have the potential for similar opportunities and rewards. They create a protected, low-noise space where individuals — whether we work on the same project or in different firms and regions — can debate, ask honest questions to gain better understanding, share perspective and experience, solve problems together, and rebuild the human connections our industry needs. It’s not about revolutionary solutions or public posturing; it’s a small practice that pays off in clearer decisions, steadier communication, stronger teams, and a deeper sense of professional fulfillment that ripples into projects and communities.
Why it matters
Decision-making improves with practice. Regular, focused conversation sharpens the instincts we likely already use on site.
Connection bolsters resilience. Trusted peers—near and far—reduce isolation and introduce practical ways others solve similar problems.
We learn better together. Sharing what we know and testing ideas as comrades makes us stronger as individuals, crews, organizations, and families.
Broader problems get better attention. These discussions give us space to work through tough or uncertain questions, mentoring, succession, office–field alignment, GC–trade friction, and any number of other challenges.
Banter that builds. Informal, trusted conversation is where we test tone, language, and expectations without closing off healthy learning opportunities.
Practical, not theoretical. The payoff is tangible: fewer mistakes, quicker and more accurate decisions, clearer requests for help, and healthier professional judgment.
Field Tested Examples
I have a couple of Juntos of my own. One is a group of three of us that meet every so often over lunch to catch up and talk shop. It’s not super formal, and there aren’t any specific agenda items we expect to cover — we just catch up and talk about industry, challenges, solutions, and life.
I have another that is a bit more formal called Well Works Legacy Crew, which I helped start in May 2023. We began as four and intentionally grew to six — small enough to keep the space private and give everyone enough airspace to speak during the allocated hour. We used to meet every other month but have adjusted to three times a year because that rhythm keeps conversations meaningful without becoming another task on top of our already hectic schedules.
Legacy Crew is made up entirely of construction people — mostly field leaders — and it’s a mix of men and women. The group doesn’t cost anything except the time and energy members choose to invest. Our intent is simple: to learn from one another, discuss real challenges, gain perspective, and even push back on each other without judgment. I helped start it, but I don’t run it — everyone participates as an equal, and facilitation, cadence, topics, and membership are shared. We don’t market the group or announce who’s in it; that would defeat the point. This is about preserving a trusted space to practice and get better, not about promotion.
An important option worth mentioning is that these groups can look any way we need them to: all-men, all-women, GC-only, trade-only, field-only, office-only — or any combination. Each configuration has value depending on what we want to work on. You can decide whether it’s invite-only, how often you meet, whether it’s public or private, and be flexible on the topics.
A quick note of caution: publicly promoting a group can create pushback. Trusted, intentionally small circles that aren’t marketed tend to give people more freedom to speak, learn, and grow from one another without fear of immediate judgment. We aren’t arguing for secrecy as a rule — only that small, trusted groups can be the safest place to test language and ideas. It can be open or invite-only depending on the purpose; the aim is honest learning, not gatekeeping. The real advantage is an environment that lets us be human: to ask imperfect questions, make mistakes, and speak with curiosity so we learn and grow. It should be focused on honest intent to learn, understand, and become better — not to complain, gossip, insult, or bash others.
The Power of Curiosity Over Closing the Door to Conversation
Believe it or not, I was told, a number of times throughout my career, that “Women don’t belong in construction.” This hot-button item is something I’ve heard more than once in my career — in heated exchanges and casual conversations. It’s a recurring topic for me and for many others, which is why I’m using it as an example. Early in my career, if someone said this to me, I would typically respond with a venomous, biting reply, shut down the conversation, and we would go our separate ways. Years later, I realized those interactions — although it felt good in the moment to bite back — were useless and a lost opportunity. To me, to them, to our larger industry, anybody.
Around 11 years into my career, I had someone say this to me, except this time I had a working relationship with this individual. They mentioned, in one of our casual discussions, their hesitancy about women working in construction. Instead of lashing out, I asked, with genuine interest, “Why do you think that?” I can’t honestly say if his perspective ever changed, but mine did. It gave me a clearer view of the assumptions and fears behind that line of thinking and, more important, it changed how I showed up within the industry every day after that.
His response was that men often have a sort of instinctual tendency to protect women. When a woman is introduced to the team, a site leader’s focus can shift toward protecting her and making sure she is safe — pulling attention from the overall team. Alternatively, his concern was that some of the team’s focus can again, instinctively veer toward her rather than the task at hand, impacting progress and, more importantly, safety. I didn’t necessarily agree with the view, but I respected him more for sharing and explaining it — honestly and openly.
That conversation strengthened our relationship (it didn’t damage it), provided a wider perspective, and let us address concerns that otherwise would have stayed buried and likely created rifts or resentment on projects we worked on together. It taught me that curiosity — not immediate judgment or offense — provides much more robust opportunities to learn and grow. That’s exactly what Juntos can provide: a low-risk place to ask imperfect questions, be challenged, and grow so we’re better on site, in the office, and across the industry.
A Note on Wording, Response(ability), and the Risk of Silence
That experience made me realize it’s not just what we say — it’s how we respond. If we close off conversations, we lose the chance to improve.
Yes, it is important to choose our words carefully and be intentional in our communication—avoiding language that marginalizes, insults, or harms others. But there is also a larger risk when everyone goes quiet because people are afraid to speak at all or they are unsure of what words to use. When communication shuts down out of fear, the consequences are greater: more misunderstanding, more isolation, and fewer chances to repair, improve, learn, or grow.
We are all responsible for what we say and how we say it. But we are also responsible for how we listen, perceive what’s said, and how we respond. Do we immediately lash out, or do we ask, listen, and engage in honest debate or with true curiosity to learn? The art and science of disagreement and conflict—done well—is being lost, and it is impacting our health more than we realize. Practiced curiosity and the ability to have tough conversations aren’t an excuse for bad behavior; they’re a shared responsibility: to disagree without destroying the person or shutting down the learning opportunity (for ourselves and everyone who follows us). Use these opportunities to teach, grow, and move the work forward. This mindset is what Juntos are for.
A simple, low-friction starter kit for your own junto
Many Juntos form naturally, but if you'd like a bit of a jumpstart, try this basic framework. Remain open and flexible based on the group’s wants and needs. It shouldn’t be forced (which will shut down conversation), but it should be shared.
Purpose: A small, trusted group to ask imperfect questions, be challenged, share perspectives, and learn so we’re better on site, in the office, and across the industry.
Size: 4–8 people. Smaller groups keep conversation open and honest.
Cadence: Monthly, every other month, twice a year, or whatever you can sustainably commit to.
Confidentiality: This is up to you if you want to advertise it or not. Please read the caution above if you decide to go public.
Intent: Not for marketing, recruiting, or sales. The space is for learning and useful outcomes for everyone involved.
Who to invite: People you trust to do the work and will be honest and open—on projects, in other firms, in different trades, or different regions. Different perspectives help.
Core ground rules:
Be curious, not combative—ask to understand.
Avoid absolutes (“never,” “always”); describe what you observe and from your viewpoint.
No bashing or gossip; no trade-secret dumping.
Come prepared to listen and to challenge one another.
Let facilitation rotate naturally.
Allow airspace for everyone who wants it.
Example Outline (60–75 minutes):
5–10 min — quick check-in, how’s everyone doing?
10–20 min — 1-2 people bring a topic – challenge, a difficult question or situation, a recent interesting fact or something they heard, read or learned (5–10 minutes to present). This can be emailed to the group ahead of time as well.
30-40 min — group conversation (questions, suggestions, perspectives, debate, alternatives, practical next steps, challenges).
5–10 min — decide one small experiment or action before the next meeting.
Prompts for early meetings (pick 1–2):
A challenge, problem or perspective you are struggling with understanding (a perspective, and action, etc.)
A conversation you’re reluctant to have—how would you start it?
Something that helped morale this month.
Notes from a recent interesting podcast, conversation, book, article, or training and a single question about it.
Practical considerations for groups
Virtual-friendly. If members are spread out, a simple video call or phone check-in works fine. Keep the same ground rules. (P.S. a tip for video calls, turn off self-view if you are able to. We are primed to look at whomever is talking. If we are talking, and can see ourselves, it distracts us and dilutes the communication and benefits of the conversation.)
Be explicit about boundaries. If anyone worries about contract- or legal-sensitive topics, agree up front not to discuss them. Don’t make the group a place for proprietary plans or trade secrets.
Trust first. When inviting people outside our circle, start small and let trust build. Allow the entire group to decide if they want to expand it, or invite others or not.
Let it start organically
A Junto doesn’t need heavy structure, rigid outcomes or deadlines. Two or three trusted people can kick it off with a short first meeting and see if it’s useful. Rotate facilitation and topics. Add structure if the group wants it; keep it flexible and organic if that helps. Protect the space: if you don’t want membership lists, recordings, or publicity, say so up front—people will respect that.
What to expect
This type of conversation and growth is slow and cumulative. Don’t expect instant transformation. Over time we should notice:
clearer requests for help and fewer misunderstandings.
more confidence and clarifications in hard conversations.
better on-site coordination and quick decisions from shared thinking and problem solving.
wider perspective from hearing how others handle similar problems.
An opportunity to build back the art and science of healthy debate, disagreement, and working through problems together.
A shared sense of camaraderie, connection and belonging (an essential human need)
Further resources
Short video on Junto (my take): I created a short video that explains the Junto structure and the practical benefits. (Beware: This was recorded during my master’s program and has an academic flavor to it. My newer videos are more upbeat, casual and intended for construction audiences.) — Video: https://youtu.be/uwCD86dRE5I
A closing thought
Construction is a team sport — it requires humans, and our best work depends on problem-solving, trust, and honest interactions. These conversations don’t just change how we build; they change how we lead and how we show up, at work and at home. A Junto-style group is a steady, practical way to keep that human work healthy and strong — whether we meet in a trailer, on a call, or in a coffee shop across the country.
One practical note for anyone who hasn’t followed my work: I write and share with one aim — to improve our industry and the people who work within it. Some topics are hard to raise, but to fix these problems — instead of dancing around them — we need to face them head-on. Everything I do — coaching, training, writing — is intended to support, uplift, and strengthen those in our field, never to tear anyone down. My intent is always genuine: to help.
I know many of you still value and practice this kind of work, and I want you to know I appreciate you for keeping nutrient-dense, skill-building conversation alive. It takes real work, and it’s rarely the easy path. But it’s critical to the strength and health of everyone who works in this industry — to the crews on site, to the leaders in the office, and to the families we go home to. Thank you for all you do.
You Got This!
Amy Powell — Founder & CEO, Well Works. I translate research into tactical leadership and communication tools for construction teams. Learn more about our research-informed work and programs at livingwellworks.org.