Return of the shed

I’ve had a couple of people call me about last week’s blog… you know, the one about the shed.

Some of you were kind enough to share similar anecdotes and to empathise about the ghastly situation we found ourselves in.

Most of you, though, just wanted to know what happened to the shed!

And, believe it or not, there is a part 2, a sequel, a continuation of the story. I could make millions out of this… it would be like Pirates of the Caribbean or Star Wars all over again!

The problem is this blog isn’t much to do with training, but I’ll try and get it there in the end.

We left the story with my wife having a full and frank exchange of views with the retailer; in fact, with the supervisor’s boss.

We pick up the action with the boss giving my wife a telephone number for the wholesaler who they buy their sheds from. What happens is this: a customer goes into the UK’s premier warehouse store – you know the one, where you pick what you want from a catalogue, pay for it and then your item arrives over the counter some time later – orders the shed and then delivery is arranged directly with the supplier.

It’s classic middleman adding a cut syndrome.

My wife called the wholesaler and, thank the Lord, got some good service. An immediate apology and a promise to sort things out by midday. Lo and behold a telephone call was received before midday confirming the shed was to be delivered the following day.


So, what was the difference between Shed Story 1 and Shed Story 2? I suspect it’s very easy to explain. I think my wife was talking to the business owner in Story 2 – someone who actually cared about their business – like most of us in EB.

Like I said in last week’s blog, it’s all about attitude, not about whether things go wrong, because they inevitably will.

The question is: how do you train attitude?

Well, it’s difficult but it can be done. The solution reaches all the way back into recruitment, followed by an Induction Programme that instils values and then a management culture that encourages front line people to think like it’s their business, rewarding initiative to get issues sorted out.

It seems like a large investment but one that will ultimately save lots of money. I calculated that it cost the two companies in question about £540 based on salaries of those involved and time spent dealing to sort out the complaint.

But I know what you’re really thinking!


Well, the saga continues.

The shed duly arrived the next day but my wife and I couldn’t be at mother-in-law’s to shift it into the back garden. So, mother-in-law did her little ol’ lady act (which she’s very good at, despite the fact that she’s about as much like a little ol’ lady as I am!) The delivery driver, who’s from another company – the third in this whole saga – was very reluctant to help, complaining about ‘’ealf and safety’. He did, however, move the shed into the back garden, breaking the corners off the window as he went.

So now we have another service issue… the service was completed, but the attitude was, once again, bad!

However, in the interest of time and webspace it’s time to conclude this story.

The shed was delivered and I put it up on Saturday. The hour and half job my wife confidently predicted turned out to be six hours, but it was up by the end of the day.

For all I know, it may still be standing!

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