A colleague at your lumberyard seems determined to cause problems for you and customers, and to add another challenge, he’s also the owner’s son. What would you do?
The LBM company you’ve built a career with operates several yards in the same market. As the youngest GM in your company, you’re learning how to get things done with the team at the main office. Nearly everyone is good to work with and do what they can to help make sure you’re successful. Then there’s Don.
Don is the owner’s son, and he seems determined to lead you in the wrong direction. Last week, you checked with Don about delivery timing on a sizable special order going to your largest builder. You and your sales manager have been working closely with this builder to deliver products exactly when promised—so that he can cut his cycle times and effectively build more homes. Don assured you, by phone, that the order was complete and would be delivered to the jobsite no later than the time specified on the order.
Later that day, your phone rang. It was the builder. And he was livid. “You need to help me understand why I have 10 of my top people sitting around on the jobsite waiting for the windows you promised would be here two hours ago!”
Promising to fix it asap, you called Don, explained that you’re dealing with an extremely angry builder, and asked him why the windows weren’t delivered. Don put it back on you: “I told you the windows are in the warehouse ready for delivery. If they weren’t set up for delivery, that’s on you.”
This isn’t the first time something like this has happened, and Don is the common link every time it does. Which puts you in a very tough spot. The worst part is that Don works it so that he never gets caught. The misdirection is never documented—it always happens via phone or in-person conversation. Which means it comes down to who to believe.
For whatever reason, Don is determined to set you up as the fall guy. Since he is the heir apparent to take over the company, you’re in a no-win situation. What would you do?
Move on. With your skills and your resume, you’ll have no trouble finding work with another LBM company. No sense fighting a battle that you just can’t win.
Ask why? Sit down with Don and ask him, point blank, why he’s sabotaging your work—and your company’s relationships with its customers.
Document. Instead of talking, do all communications with Don via text or email. That way you have a record of his misdirection. He may realize that he’s not going to win.
Get Dad involved. It’s time to call in the owner and let him know the issues his son is causing. If he doesn’t believe you, at least you tried to warn him when things go south again.
