Building Products Digest - August 2011

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ls this why the housing's so messed up?

[lrnsr, I HopE you are having a good summer. It seems that we never had a spring

this year in most of the country, and went straight from winter to summer. Most of my contacts say they never enjoyed the normal bump in spring, and that they are in what I have termed a "bobble-along time." Certainly ,201| has already already proved itself to not be the year of the long-awaited turnaround. While we are still seeing job losses and little hiring, the closing of businesses does seem to have slowed this year compared to last. Perhaps it suggests that the industry has taken the necessary steps to deal with its new reality. Nonetheless, it is still not an easy time for most.

I have heard from a number of you mostly agreeing with my comments in our June issue ("Does Home Ownership Still Make Sense?," p. 6). Since then, I have read some contradictory reports on that issue. Time will tell, but one major factor inhibiting the sale of homes has just become very evident to me personally. I just read that only about four out of l0 mortgages are now approved, meaning that six out of 10 buyers walk away empty handed and the sale or refinance does not happen. And, frankly, after the last month, I can well believe it.

From a period of giving mortgages away to anyone and everyone who could write their signature (or maybe not), the pendulum has swung the opposite direction. It has made me wonder how much this issue is now holding back tens if not hundreds of thousands of sales that our industry so desperately needs, as well as refinancing dollars to fuel the remodeling market and the overall economy. If one considers that home prices nationally are probably 307o to 40Vo lower than they were and are almost back to year 2000 levels, then so many people not qualifying really doesn't seem to make sense. The banks have simply over-corrected their loan requirements. No one could disagree that lending standards in the boom were far too lax, and the banks frankly got what they deserved. So to get back to paying themselves the big bonuses they are simply eliminating all risk and not doing what they are in business to do.

With the current low rates, I finally decided to refinance my mortgage. With a high credit score, a low loan-to-value application, a steadyjob, and anything any one could ask for to get a loan approved, I have spent a month faxing, emailing, and receiving letters from whoever to show and prove I am a worthy payer. After generating 200+ pages of documents, I am still not approved. Almost every day I get an email saying the loan is approved subject to this or that, but even when I address that issue I get the same reply with yet another condition. This has now reached the ridiculous, with requests for more and more documents, and it never seems to stop. There is absolutely nothing that should have made this anything but a rubber stamp mortgage. This tells me we have great problems.

This nonsense can only exacerbate the housing crisis and delay the recovery. I fully understand the need to tighten requirements. I understand that not everyone is entitled to a mortgage. But if my experience is similar to what everyone else's is, unless this situation gets back to reality of who really is a risk and who really isn't, we cannot see a recovery.

Every day borrowers with good credit and good history are failing to meet overly rigid requirements. They are perhaps tripped up by one automated red flag and turned down. They may meet the Fanny Mae and Freddie Mac requirements but then fail an overlay requirement required by the lender. No one can argue that the banks should be able to set their own requirements. but there has to be reason and sanitv. If solid. credit-worthy citizens are being turned away in quantity, there is something desperately wrong with the system. There has to be a happy medium, and todav there is clearlv not.

Have a good rest of the summer. I am heading back to the fax machine!

Alan Oakes, Publisher aioakes@aol.com

BPII

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Solid rebound ahead in moulding and trim

2009, Even though the recovery in housing completions will still fall short of the 2004 level, new residential demand for moulding and trim will have regained its usual share by 2014.

While other markets for moulding and trim will see growth through 2014, advances will be much less spectacular than those for new residential building. Demand in the nonresidential building market, which managed modest growth over the 2004-2009 period, will accelerate as construction activity in the office and commercial segment, a key market for nonresidential moulding and trim demand, recovers from weakness triggered by the U.S, recession.

slightly faster, however, for exterior trim, aided in part by demand for higher priced, more durable materials, such as plastic.

Despite competition from plastics and wood-plastic composites, wood will remain the leading material for moulding and trim, with gains supported by the recovery in residential building construction.

WOOD SUBSTITUTES are taking a larger slice of the millwork market, particularly out doors, such as with exterior trim.

f T.S.DEMAND pon for moulding and lL,/ trim is forecast to increase l07o a year, to surpass $10 billion tn 2014, according to a recent report by the Freedonia Group.

Gains will be fueled by an expected rebound in new residential construction expenditures, following their depressed 2009 level. As the housing market contracted from 2006 through 2009, moulding and trim demand suffered a steep decline. The new residential market, which normally accounts for more than 407o of overall demand for moulding and trim, saw its share drop to just over 20Vo in

Interior products account for the largest share of moulding and trim demand. Because interior moulding is widely used in all major types of housing, demand for these products will receive a major boost from the anticipated rebound in new residential construction. Value gains will be

Solid price gains for wood will further boost market value. By 2014, plastic is forecast to surpass metal as the second leading material for moulding and trim. Demand for plastic products will benefit from the rebounding new residential construction market, especially for exterior trim. Plastic products are said to perform better than wood against exposure to the elements, thus making plastic an ideal choice for exterior molding and trim products. Further, improvements in the appearance of plastic have made high-end plastic moulding almost indistinguishable to the untrained eye from wood.

Moulding and millwor manufacturer builds on century-old heritage

If fHeN A GRoUP of investors

V Y decided to open a new moulding and millwork enterprise in Buckhannon, W.V., they agreed to use the name of a company established in McCloud. Ca., in 1897.

"The McCloud River Lumber Co. fit the bill perfectly," says Jason Rohr, who is one of the investors and serves as president. "We originally considered starting a new business for this venture, but decided to revive an old company with a rich history and heritage instead."

The original company got its start in 1897, when George W. Scott and William Van Arsdale bought a failed mill in McCloud, Ca. The company was sold to U.S. Plywood in 1963, which sold it to Champion International two years later. P&M Cedar Products, Stockton, Ca., entered the picture in 1980, but closed the mill for good in2002.

The new company manufactures crown moulding, casing, and other wood products from locally harvested Appalachian hardwoods.

"The CNC machines we use are Compucarve Version C's," says Rohr. "They are factory-modified so they can produce moulding up to 16' long, even though our standard

moulding is typically produced in 8' lengths. We also produce traditionalstyle moulding with our Woodmaster Model 725 machines."

Although a nearby sawmill currently processes the rough lumber, McCloud Lumber plans to eventually set up its own mill. The company is also setting up its own distributor program.

"Our goal is to make our product easily available to anyone who wants to market it, without breaking the

bank," explains Rohr. "We are offering distributorships in three different levels, all designed to fit into the budget. sales. and marketing operations of everyone from big national wholesalers to small local retailers."

As for the future, Rohr foresees nothing but possibilities. "I would really like to see this old company do things its original founders never even dreamed possible," he says. "Who knows, maybe we will even take this old girl back home someday."

ORNATE PATTERNS are just a few of the many moulding designs offered by the new McCloud River Lumber Co.

Get committed to green

f f,/rrH 20+ yeans experience with Y Y green building and remodeling, I-like many other contractors-have experienced a disconnect between the message I hear from manufacturer and dealer reps at conferences and trade shows versus the reality of the experience back home.

While manufacturers are now as excited about selling green products as we are about buying them, their commitment to green is not as deep as we hoped. Greenwashing is commonplace, lack of legitimate third party testing/certification is not unusual, and little understanding of what it means to be green is prevalent.

Yes, going green is a journey and not a destination. And yes, as an industry, we are doing a lot of this on the fly. But these realities are no excuse for ignoring the milestones we have passed, the resources available to us, and the fact that educating reps to better serve the green builder client is a win-win for everyone.

When it comes time to buy green building products, we buy into the individual first, the company second, and the product third. The majority of the salespeople I have purchased from over the last 20 years have been comfortable selling obsolete (non-green) products, so why would I buy into their representation of a green product? In my eyes, the worst-case scenario is that they have no credibility and the best case is that they have some explaining to do.

If you are a brown company trying to sell green products, you will run into skeptical consumers, builders, and remodelers who are just like me. And your field reps will run into a btzz saw of that skepticism. In order to protect and better arm those reps in the field, you can take some concrete steps to improve the street credibility of your company:

Revamp your cultur€. Yep,I know this is big one. You are either committed to being green or you're not. That doesn't mean you must become the purest shade ofgreen possible or that it needs to occur overnight. But it does mean your company is committed to getting greener every day, that it has a plan to do so, the budget to support it, and that your senior leadership is person-

ally committed to the change.

Offer all green products. Not just some products. Not just some of the time. Again, this will likely not happen overnight, but the commitment to being green across all your product offerings will speak volumes about your company's commitment to green.

Get rated. Getting the seal of approval from unbiased, third-party, science-based organizations will help your field reps more than anything else you can say or do. And it will make it easier for me to specify and buy your products, as I will not have to do that research myself.

ln 2O1l, being committed to your stakeholders (employees, customers, communities in which you operate, and your shareholders) means being committed to green. Being committed to green requires. at a minimum. offering products that will have the least possible negative consequences to the planet. The good news is there are numerous other companies that have blazed this trail before, so there will be less skeptical, more enthusiastic buyers waiting when you get there!

- Named NAHB's Green Remodeling Advocate of the Year in 2008, Michael Strong's projects include the first LEEDrated home in Houstotr, 7.r., and Texas' Jirst NGBS-certified remodel. He consults with supply-chain distributors and manuJacturers on how to "g,reen" their sales Jrtrt'e for the housing rebound, co-hosts a weekly radio show on green buiLding issues, and cr.t-instructs a green building/remodeling c/ass at Rice University. Contact hint at michael.d.stronp@att.net.

Green building products on target to become a $Z0-billion market

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^ year to $71.1 billion in zbt5, slightly outpacing the overall growth of LBM, according to a new Freedonia Group study.

The most important driver for demand will be the expected rebound in the construction market from low 2010levels.

Several green building products are expected to post annual gains in demand of more than20Vo, benefiting from greater availability. continuing environmental concerns, more stringent regulatory or building code standards, and the rebound in construction market.

Through 2015, the largest value gains will be from concrete products featuring recycled content (e.g., fly

ash, blast furnace slag), which will increase nearly $1 I billion from low 2010 levels. In addition to the recovery in construction, green concrete products are expected to continue to gain market share because the use of recycled materials in concrete not only reduces the volume of waste sent to landfills, but often enhances the performance of the concrete.

Other high-percentage-growth products are water-efficient plumbing fixtures and fittings, energy-efficient lighting fixtures, and permeable pavement. However, the market for these materials is fairly small and the additional demand will be relatively modest in value terms.

Green floor coverings, which include Green Label Plus-certified carpets and products made from

U.S Green Building Materials Demand

rapidly renewable resources (e.g., bamboo and cork flooring), are the largest source of green building materials demand, accounting for nearly one-quarter of the total market in 2010. Demand for green floor coverings is projected to rise ll.77o annually through 2015.

However, gains will not match the pace of the rest of the green building materials market, primarily because such a large percentage of floor coverings (including essentially all carpeting products) are already marketed as green, limiting opportunities for greater market penetration.

ENVIRO-FRIENDLY FLOOR COVERINGS, including bamboo, hold the largest share of the market for green construction products.

By Mark funkins, McShan Lumber Co.

Gertified intolerance @ruq;

Ixncrlv FrFry vEARS AGo, groups of civil rights

-U,/activists boarded interstate buses in Washington, D.C., and headed to New Orleans to call attention to segregationist laws that existed in the South in those days.

These "freedom riders" were met with opposition and violence, and it is a sad reminder of the ignorance, nzrrrowmindedness, and intolerance that once was prevalent in our region.

Coincidentally, the present restoration of an iconic civil rights building in New Orleans should draw attention to the ignorance, narrow-mindedness, and intolerance that exists in the world of forest certification today. We do not mean to imply that the dispute between forest certification programs can begin to compare to the struggles of the civil rights era. We merely wish to point out that the thought process in both situations are similar.

The William Frantz elementary school in the 9th Ward of New Orleans has the distinction of being the first segregated school in the country to become integrated. When 6year-old Ruby Bridges was escorted to the school by U.S. marshals in 1960, the incident inspired the Norman Rockwell painting "The Problem We All Live With." The painting later appeared on the cover of Look magazine.

The Frantz school is currently undergoing restoration.

We were made aware of the project by a millwork house that was looking for Forest Stewardship Council-certified southern pine. Upon further investigation, as we expected, we discovered that the project is required to meet LEED Green Building certification. As everyone in our industry should know by now, LEED refuses to recognize any forest certification programs except FSC. Virtually no southern pine lumber is FSC certified, but there are abundant supplies of southern pine certified to other world-renowned certification standards.

To further complicate things, the Frantz project is also a historical restoration. This means original materials, in this case southem pine, must be used in the project.

Suppliers are in a Catch 22: it must be southern pine because it's historic, it can't be southern pine because it is LEED. Even though only a portion of the lumber in the project has to be FSC to achieve the LEED certification, invariably due to lack of education throughout the supply chain, someone sees LEED and specifies that all the wood shall be FSC.

Ironically, FSC certification is meant to verify forest sustainability. The southern pine industry can supply exactly the same type of wood that was used when the school was built in the 1930s. This alone should be proof of sustainability, not to mention that if FSC wood is used, it must be transported great distances. In fact, it is almost certain that no softwood grown or produced in the state of Louisiana will be used in this project.

The same ugly ideas of intolerance, narrow-mindedness, and ignorance that existed during the civil rights era can be found here. Intolerance and narrow-mindedness is exhibited by LEED in only recognizing FSC-certified wood. Ignorance of green building and forest certification standards unfortunately run throughout the supply chain, beginning with many architects and specifiers.

Ruby Bridges is now 57 and serves on the Rockwell Museum board. In speaking about Mr. Rockwell's painting, she recently said, "If (people) didn't know what was going on... this would have told them." We can only hope that the Frantz school restoration will have a similar effect on another important Problem We All Live With now.

- Mark Junkins is sales manager at McShan Lumber Co., McShan, Al. He can be reached at smj@mcshanlumber.com or (800) 882-3712. The Rockwell painting can be viewed at e n.w ikip e dia.or g / w iki/ fi le : t he -proble m -w e - all - live -with- normanrockwell jpg.

By Dr. Lynn O. Michaelis, RlSl

lmplications of the fialling home ownership rate

A*r srATISTtc rHAT Is RoUTINELY reported, but not very \-fwell understood, is the homeownership rate. This number reflects the percentage of the occupied housing stock that is owned versus rented, and is updated quarterly by the U.S. Census Department.

Homeownership rose steadily from 1994, when it was around 647o, until it peaked in 2004 above 697o. The rise was in part due to the aging of the population since older households have a higher propensity to own. More important was the boom in "creative" lending standards during the bubble phase that helped younger households become "owners." For instance, the ownership rate for the 25-to-34 age group rose from 42Vo in 1995 to 497o in 2005. However, because many of these households could not sustain ownership, the rate has fallen below 447o.The ownership rate for the older age groups did not rise or fall nearly this much.

Since 2004, the overall rate has been dropping rapidly and was at 66.47o in the first quarter of 2Ol1 You might ask, "So what?" As it turns out, this number is crucial to our outlook for single-family housing starts. Since a singlefamily housing start uses significantly more lumber and OSB than a multifamily start, the projected ownership rate will be very important to the RISI demand outlook over the next 10 years.

To see how important the homeownership number is, note that between 1995 and 2005, the occupied housing stock grew from 97.1 million units to 109.5 million units. This required construction of I2.4 million housing units in that period to accommodate the growth in households, plus another 3 to 4 million units to replace demolished units.

Because the ownership rate rose by 5Vo in that period, the housing starts "demanded" were single-family units or condo units. The number of owned units increased from 62.3 million units in 1995 to 75.4 million units in 2005. In other words, the entire "demand" increase in that lO-year period was focused on single-family or condo units.

The number of occupied rental units fell between 1995 and 2005 despite relatively high multi-family starts. Removals and conversions to condos more than offset the starts levels.

Bottom Line #l: The implied single-family starts demanded over the l0-year period, given the rise in ownership (plus an imputed removal rate of 260,000 units), was 1.57 million units. The actual single-family average over

the period was 1.66 million units, plus a boom in condo units. This is why single-family house prices surged dramatically in the period. Rising prices encouraged the very aggressive response of builders to supply the "demand."

The decline in the ownership rate since 2005 is the reason why the single-family unit market is in such serious shape. The combined effect of a slowdown in household formations (due to falling employment) and a decline in the ownership rate led to a dramatic decline in the demand for single-family (and condo) units.

Owner demand rose 1.3 million units per year from 1995-2005, but has been falling 75,000 units per year over the last five years. Even when you add an estimate for removals (assumed to be 290,000 units/year), the demand for single-family (plus condo) units has only been 0.21 million units/year, while actual construction has averaged 0.73 million units/year. That is why we still have an excess inventory of single-family units. And it is why single-family house prices continue to fall.

Bottom Line #2: This is why there is no hope for a sustained single-family housing recovery in 2011, because the ownership rate is still falling.

As will be seen in RISI's forthcoming revised housing start outlook, the outlook for homeownership will play a crucial role in the housing start outlook for 201 | to 2O2O.

- Dr. Lynn O. Michaelis, executive economist and adviser for RISI, can be reached at (781) 734-8910 or lmichaelis@risi.com.

Dealers rally to build decks for soldiers

of a veteran who was killed overseas last year would qualify for a deck build. It's pretty amazing what we can do as an industry to say thanks! It's a little thing that could make a big difference in this young woman's life.

BPD What role can a lumberyard or hardware store play in the program?

NADRA Participants can be a NADRA member of any category. You might not be on the jobsite digging footers, but maybe you have office staff to help manage the scheduling or a marketing department to assist in the media end of things. This isn't to say you can't help on the jobsite, but each member has their own niche.

The program has been very influential in chapters that just start up. It is a great way to get the team together, network, rub elbows, and build a deck-and camaraderieusing newer products donated by NADRA members. It's a way to get your tools, products, services in the hands of all your local industry pros. We find many times that the chapter numbers grow during and after a build.

NADRA makes a big effort to recognize every member who participates in the program. We recognize them on a national level, by creating signage for our booth at DeckExpo. We list all members who have been involved with the program on this signage. We also give shout-outs on NADRA's Facebook, Linkedln, the NADRA blog, The Brief (a weekly industry update for the decking industry from NADRA), and The BUZZ (an e-newsletter we send out from time to time).

\]onru AvenrcnN Deck & Railing Association is behind I \ a campaign to show appreciation for members of the armed forces by building them decks.

BPD asked Heather Beaudry, NADRA's membership, chapter and event coordinator, how lumber dealers can participate in the Deck for a Soldier program.

BPD How are recipients selected?

NADRA Military or family of military can find the application at www.nadra.org/nadra_d4s_application.pdf

They mail the application to NADRA headquarters. We then send the applications to the local chapter's committee chair. The chapter reviews the applications and votes. Sometimes we get lucky and get a larger stack of applications, but other times locating a soldier is the most difficult part of the process.

As the program grows, we are receiving more and more interest. Today, I spoke to a woman from a family assistance center in Minnesota who wanted to know if a widow

We encourage members to create their own press releases if they are involved in the program. We also have each chapter create their own recaps that we share in all our media outlets and on NADRA's D4S webpage.

BPD What can they donate?

NADRA The Deck for a Soldier (D4S) program is run under the NADRA umbrella, which is a 501(c)6, not a c(3), which is a charity. We try to make this as clear as possible when a build is in the beginning stages. Companies can use receipts for materials, etc., as a business expense, but they are not a tax write-off.

Members have donated products ranging from the deck design, to composite decking for the entire deck, lumber for the framing, fasteners, railing, outdoor lighting, tools for the jobsite, permits, taking care of the bill for rhe D4S Tshirts, taking care of the bill for the ribbon cutting ceremony, grills, patio furniture, photography, landscaping, firepits, patio, Porta-Potty. During our last build in

SaLUTE: Wounded Afghanistan War veteran Staff Sgt, Marshall Diaz Jr. (fgr_rtgltt) in Lacey, Wa., was the recipient of the Western Washington NADRA chapter's first Deck for a Soldier.

Washington, we even had a member vendor donate a bounce house for all the kids to play on during the ribbon cutting ceremony!

Members donate the time of their employees, who help manage and maintain the project build and communications with the local member volunteers and different media outlets. We even have members use their own marketing teams to create flyers, press releases, and other various communications. Whether you want to oversee the project, donate your product, or get your hands dirty, there is a place for every member within this program.

BPD Is there anything dealers can do to rally support from their contractor customers or decking vendors?

NADRA Of course! Hang flyers in your store. Include the D4S build details and chapter meeting dates in your newsletters. Tell your deck builders about the ways they can help the industry, and how NADRA can help them.

Although our goal with this program is to give back to the men and women who do so much for us and lose so much for us, you're also getting to meet your top deck builders on very neutral ground. Builders can work with your local manufacturer reps on using new fasteners, railing, lighting, decking, learning the best installation, adhering to local codes.

It's a great feeling and an extraordinary experience for everyone involved.

BPD How can dealers help promote the program?

NADRA Helping use your PR resources is one of the best ways. The builders are busy doing what they do best: building! So, using these types of resources is the absolute best way you can help! Talk to your townships, let the community know what you are doing as a NADRA chapter. Contact your local VFW, host a local D4S committee meeting at a local restaurant, or find a local park and buy some pizzas. Add 30 minutes to the agenda for your sponsor to talk about a product.

Invite your building officials and inspectors to the meeting to learn about what NADRA is doing and have them speak for 15 minutes. There's a chance they may even waive the permit fee for you!

- For more on the program, visit www.nadra.org.

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Full speed ahead

mattresses, ventilation. And with that, everything it takes for installation. We're known for our dairy projects. The small family farms are disappearing, but for those bigger farms, the survivors with two to three thousand cows, we're there, from start to finish."

So, along comes another recession, and Ken opts, again, to forge ahead. "Last year, I took on everything; I piled it on," he laughs (or was that a groan?). "We completely remodeled our Plainview store-inside, outside. New signage, new products, cleaner, brighter, a new flooring division in an underused area," and the list goes on. "We also took on a new software system, which was not easy."

But the biggest project by far was opening a brand-new showroom in Rochester, 20 miles away. "Two reasons," he explains. "One, I'd been asked, for years, for a bigger presence in Rochester, both by contractors and homeowners. Two, employees. Our outside sales force and I came to terms with their stipulation that we establish an office and showroom in Rochester. 0 was all for it: I'd wanted to do it, anyway," he confesses.) It handles windows and doors, decking, siding, millwork and cabinetry, and our two

|Jluese GUys ARE either slow learners or more savvy than I the rest of us. l'm betting on the latter.

Kreofsky Building Systems, of Plainview, Mn., began life in the 1920s when Henry Kreofsky made a name for himself building hip-roofed barns in southeastern Minnesota. By the 1970s, his construction company had branched out into selling building supplies as well.

Came the 1980s and a severe recession, which hit Minnesota farmers especially hard. So, right at the worst moment in its history, Kreofsky Services decided to split off its other function, which would become Kreofsky Supplies. Foolhardy?

Maybe, agrees general manager Ken Kreofsky, Henry's great-great-grandson and one of four brothers (two skipped out to Alaska) running the company. "But we made it through. We went back and forth over it, but decided to stay diversified.

"The Rochester Nea was a great market. We did some commercial work, but it was mostly agricultural, and we still do: what we call 'cow comfort stuff'-stalls. curtains.

RECENT REMODEL al Minnesota building supply included colorful new signage inside...

installed programs: overhead doors, which we do in-house, and cabinetry, which we subcontract. Rochester is a good, upscale market, even in this economy"-predominantly white-collar, due to the Mayo Clinic and a strong tech company.

It's never been a walk in the meadow, however. "This is a very competitive market and always has been, one of the toughest in Minnesota," Ken reports. Success is based primarily on Kreofsky's employees, its G.M. insists. "I can't say it enough. We hire based on personality, and they remain loyal-mainly, because" he says, when asked to speculate," number one, we're family-run and treat them like family, too. The door is always open-no need to pass off decisions to a distant corporate office."

Presently the workforce boasts 90 altogether,40 in the supplies division, and there's a hard-wrought ("took us six years") succession plan in readiness for when it comes time for the many younger Kreofskys, and others, to fill the bosses' shoes.

Each division feeds the other but runs as a separate business. But having two separate divisions isn't a costcutter, no indeed. "We can't undercut; we've got to remain competitive," Ken stresses. "But the conveniences of having everything in-house," he underscores, "is great! Plus, we trade leads back and forth."

In Ken's domain. 807o of customers are contractors working on custom houses; the remaining2OVo consists of homeowners, drawn by its 10,000 sq. ft. of showroom space and an in-house interior designer. (For CAD drawings, simply visit the services division.) Rental equipment and a strong hardware program with Do it Best are among other customer services that add appeal.

So is Kreofsky's strong outside sales force-"the first in this part of the country," Ken is allowed to brag. "We started it in the Eighties, when one of our owners visited a yard in Colorado and came home with the idea. These salespeople offer years of experience, and you know what? It's really working. They call on jobsites, call on builders. It's been a big plus for us"

Those builders are delighted with the services of a boom truck, too-another first in this neck of the woods. ("Of course, everybody else soon followed suit.")

But in the end, it all boils down to what you already know, but we'll say it again: service. "On-time delivery, quality products, and knowledge," Ken reinforces. Not only does his staff continue in-house training in new products, but Kreofsky offers this training to its contractor customers as well, via a series of breakfast meetings that introduce six new lines a year.

But the biggest annual event, by far, is the company's contractor appreciation night-viewed by attendees (200 by invitation) and vendors (35). It's also "one of the best in the Midwest," thanks to a sit-down, white-tablecloth dinner, great door prizes, and unlimited fun.

The company has turned to radio as its strongest investment in advertising, based on the advice of its ad agency's recommendation, "It's new for us, and it's working out well, bringing in new people, " Ken testifies.

Kreofksy's Internet presence is terrific, too, again thanks to advice they've gained from their marketing agency. Key was creating an attention-getting, work-horse website that has a "young" look. (Watch its YouTube message on www.kbscompanies.com.)

The agency also designed a new, easily recognizable logo to serve both divisions and worked on branding. "We were doing some before, but kind of shooting from the hip," Ken says. "They're bringing it all together for us."

So, damn the economy, full speed ahead, to paraphrase a famous message. "We've cut back some, definitely, but we're difI'erent from most yards," Ken shares. "We saw it coming in 2008 and thus went for something to turn it around. It's a cycle, and gonna go up. We're familyowned, which makes us a fleeter ship; we've got control over it."

And Ken is more than happy at its helm. "Why do I like the business? Lemme tell you: When I was in mv 20s. in the business for about four years, a vendor came in one day and I started wondering aloud if I'd be doing this all my life. 'You know what?' he said. 'Once in the lumber business, always in the lumber business.' And I've found that to be true. I love visiting with people, helping them figure things out."

Carla Waldemar

NEW SHOWROOM shows off doors, cabinetry, and more

By fames Olsen

Whots on first? [rxcellaxT

sALES MANAGERS are rare. Many sales man- I ''agers only manage the paperwork; they do not manage their charge, their team, or themselves.

Many are the salespersons who get promoted, because they manage the company process better than their peers. This is a start, but just. In most organizations, the sales manager does the detail work the general manager doesn't want to do which makes them an aide-de-camp to the GM and keeps them from leading their team.

Win First

The sales manager's charge as a leader is to win. The (victim) mentality of many is "My team is weak, so I'll do my best, but...." This mentality misses the point. In business we are paid to win-period. Educators have the luxury

does not see you in a sales environment, they will not believe (in) you, that you understand them, or that you can sell. They will see (and feel) you as a BS artist who knows how to kiss up better than the rest and nothing more. Salespeople don't resent your position-most don't want it-but they do resent you telling them to "sell more" when they never see you selling and helping them sell.

We must stay in the "we" mode with our team. It is about the team, not about us. The victory in sales is a team victory. Coming from a sales environment ourselves, it will be a challenge to share the wealth. Sales can appear to be an individual sport-I closed this guy, / need to get the order, but it cannot be l grew the team's sales. It has to be the team grew the team's sales. Great sales managers build a team that the individual seller feels proud to be a part of. Sales managers who take individual credit kill sales teams.

Me First

Our team is watching everything we do. How can we ask/demand they become better when we are not working on our game? Are we reading? Do we show up early? Do we leave late? Do we sell with our team? Do we want to win with all our heart and soul and, most importantly actions? If not, our team knows and their efforts will reflect this knowledge. No sales team will run through a burning building for a sales manager who is content.

of patiently teaching Johnny Slow or Suzy Unmotivated slowly. Business leaders do not. This is not to say that we don't nurture and educate our team as we go, but ourjob is to win and, in most cases, rapidly.

All teams are a reflection of their leader. If our team is weak, we are a weak leader. If we allow the lazy or unmotivated to stay on our team, we are alazy and unmotivated leader. All else is whining and excuse making.

One of the most important skills/jobs of a sales manager is the ability to attract and hire great salespeople. Just as salespeople must upgrade their account base (prospect), sales managers must upgrade their team.

Team First

Most sales managers get it wrong. Their title is made up of two words-sales and manager. Most take management's side when they should see themselves as the leader of their sales team. Instead of "You guys need to...," sales mangers must say, "We need to...."

The number one (leadership) thing sales managers can do for their team is to sell alongside them. If your team

Working on Me First means working on me first, not "all the glory for me first." Sales managers who put themselves before their team will turn around some day to find no one following. A leader without followers is nothing

How can we say, Win First, Team First, Me First? Doesn't one of them have to be the real first? This is applying linear thought to a multi-faceted challenge. To be great leaders, we must be able to manage multiple, ongoing and parallel strategies.

Much like the Trinity in Christianity, these strategies are one in the same and can not be separated. Managers who try to simplify their jobs by emphasizing one of the firsts over the others will fall short. Those who embrace the multi-facetness of sales management will stand out from the crowd and will succeed.

James Olsen

Graeber's Lumber & Millwork, Fairless Hills, Pa., closed July 8 after 60 years.

ProBuild will open a 25,000-sq. ft. store in Hanover, Pa.-its third location in the Piftsburgh area.

Marvin's Building Materials & Home Centers, Leeds, Al., is building a 34,000-sq. ft. store with attached garden center and drive-thru lumberyard in Eufala, Al.-its 27th-for an early October opening.

Tri Core Ace Hardw?IO, Hendersonville, Tn,, has acquired and reopened as its 6th location the 4-year-old Ace store in Mount Juliet, Tn., that declared bankruptcy weeks earlier.

Concord Lumber, Concord, Ma., has completed an extensive renovation of its store, for a new, historic look.

Arrow Ace Hardware has opened its 4th store in Rochester. Mn., #11 for the chain.

Snyder's Ace Hardw?t€, Aston, Pa., expects a Labor Day weekend opening for store *14, in Frazer, Pa.

Suburban Ace Hardware, W. St. Paul, Mn., is liquidating after 56 years.

Temple Terrace Ace Hardware, Tampa, Fl., is rebuilding after a June '19 electrical fire.

Ace Hardw?I€, Largo, Fl., has closed after 36 years.

KC Holdings will open a Ace Hardware with 8,072 sq. ft. inside and a 2,250-sq. ft. garden center outside, in Oakland, Tn., by November.

Owners Ralph and Wanda Peperone hope to develop additional outlets in the Memphis area.

True Value Hardware, Webster City, la., has remodeled and added about 2,500 sq. ft., allowing for 40% more inventory.

Ace Hardware is looking for a franchise operator to open a store in Celina, Tx.

Habitat for Humanity opened new ReStore discount LBM outlets in Norton Shores, Mi. (Clifton Rohrbough, mgr.), and Canandaigua, N.Y., and is relocating its units in Newington, N.H.; Jacksonville, N.C., and Mason City, la., to larger quarters.

Spencer's Hardware Farm & Garden Center, Marion, N.C. was honored as the Small Business of the Year tor 2011by the Marion Business Association.

Curtis Lumber, Clifton Park, N.Y., received the Endurance Award from Southern Saratoga County Chamber of Commerce.

Anniversaries: Major Lumber Co., Smitnville, Ks., 11sth Blue Ridge Lumber, Blairstown, N.J., 50th

Zero-carbon shelter The new paradigm:

fx rHrs I\DUSTRY. there are three Iareas of opportunity that remain relatively bright given otherwise stagnant economic conditions. Obviously, one is green building. The other two are renewables and retrofits.

These three areas are deeply interrelated and will continue to grow. Dealers who ignore this fact, waiting for the old days to return, do so at their own peril. On the other hand, given the buoyant performance of these sectors, dealers that incorporate one or more of these areas will likely thrive.

The question of how to go about approaching these opportunities remains. Clearly, the pursuit of those opportunities must eventually translate into products on the shelf, retail floor or yard, or in services. Should dealers expand current categories, diversify into new categories, or streamline operations down to one speciality? All good questions every dealer must judge, based on their own set of circumstances. But even more fundamental, dealers must once and for all abandon the old "sticks and bricks" paradigm and adopt a new way of thinking about their businesses.

I mentioned above that green building, renewables, and retrofits represent the brightest sectors in the supply chain. At the core ofeach is energy consumption and/or the generation of energy from carbon-free and renewable resources. In fact, what they represent is the new paradigm that will dominate this industry for the rest of the century: zero-ctrbon shelter. When dealers comes to grips with what that means in terms of the products and materials they stock, the services they provide, and what their customers need, the proverbial LED lightbulb goes on and the path forward is illuminated.

Translating the "zero-carbon" view into products and services that may benefit dealers and their customers becomes straightforward. For example, analysts project that demand for insulation and installers is going to grow by leaps and bounds in the coming years, whether or not new homes are built. The existing housing stock-millions of homes-will remain standing and occupied for decades to come and most need improved insulation in order to sur-

vive rising heating and cooling costs, especially in the context of weather extremes.

There are many formaldehydefree, recycled, and natural products already on the market that can be stocked or drop-shipped. Big companies like Johns Mansville. Knauf. and Bonded Logic provide a range of these products and will serve the needs of production builders and retrofitters. For those looking for natural products, smaller companies such as Oregon Shepherd and their wool insulation, or Ecovative Design and their rigid-panel Greensulate products made from mushrooms, can round out the insulation merchandrse mix.

Even if demand for insulation is apparently strong, it doesn't hurt to have to the tools to sell it. Thermal imaging cameras, such as those from Leica and Flir, can be used to create a picture of where a house is leaking valuable heat. This technology is indispensable for installers and retrofitters, and should be for dealers, too. Stock these devices: sell, loan, or rent them, and sell more insulation as a result.

There's much more that goes into zero-carbon shelter and many more opportunities to expand, diversify, or specialize. In the building shell, super efficient windows and doors are important energy-conserving components. Inside, LED lighting and ground source heat pumps can also be part of a zero-carbon building system; on the roof, thermal solar, and PV. Of course, sticks and bricks will remain part of the picture, even though the context has now changed.

Jay Tompt Managing Partner William Verde & Associates (4r5) 321-0848

williamverde.com

US LBM Enters Pennsylvania, Maryland

with Myers & Son

US LBM Holdings, Green Bay, Wi., has acquired sixunit John H. Myers & Son, York, Pa., boosting the dealer to 10 divisions operating 41 locations in l0 Midwest, Northeast and mid-Atlantic states.

Myers & Son will continue to operate under its current name, with its current employees and operations. The 95year-old company has five yards in south central Pennsylvania and one in Aberdeen, Md.

"My family and I are excited about this new chapter for the company," said fourth-generation owner Bob Myers [I. "Our customers, vendors, and employees will benefit from our ability to access resources made available by a partnership with US LBM."

OSHA Cites Mississippi Mill

Graham Lumber Co., Fulton, Ms., has been cited by OSHA for 15 safety and health violations following the March death of a mill worker.

According to OSHA, the employee was fatally electrocuted while troubleshooting a malfunctioning starter inside a motor power control center.

Two of the violations-failing to train employees on work safety practices and allowing unqualified employees to work on energized equipment-were classified as serious. OSHA proposed penalties of $41,310 and gave the company 15 days to appeal.

Graham is a division of American Hardwood Industries, Waynesboro, Va.

84 Seeks to Pump Up Retail

84 Lumber will remodel 70 of its stores-in mostly rural areas far from big boxes-to be more consumer friendly, but insists it isn't forsaking its contractor base.

"Clearly, it's not an abandonment of what we've been doing for the past 20 years; it's to address where the market is now," said spokesperson Jeff Nobers. "It's a more open, brighter, and friendlier environment to walk through."

The remodeled stores will have kitchen and bath design centers, door displays, plus decking and railing. Other new features are aisles of basic items such as painting supplies and plumbing hxtures, as well as gas grills, potted plants, sheds, and backyard gyms.

84 Lumber hopes the changes will increase its retail customer sales, which currently total about l0% of its income. "You don't want to walk away from 10-20% of your market at any time, but especially not at a time when everybody is frghting for every dollar that's out there," said Nobers.

Hardwood Manufacturer Secures Funds for Second Expansion

Tri-State Hardwood received tax abatements for a proposed expansion of its yard in South Milford, In.

"We are very excited to announce the expansion of our operations," said president Denver Calhoun. "The addition of the new kiln and air drying building will allow us to process more high quality hardwood lumber."

Last October, the company added new kilns and debarking equipment.

Arch Wood Protection parent Arch Chemicals has agreed to be acquired by Lonza Group of Switzerland, in a $1.4-billion cash-for-stock deal.

Lonza's offer represents a 37% premium to Arch's latest share price.

Mid-America Cedar closed its operation in Matthews, N.C., on June 24.

Roseburg Forest Products has shuttered its particleboard plants in Russellville and Orangeburg, S.C.

Schmid Lumber Co., Coatesville, In., was hit by a June 28 fire of undetermined origin,

Reese Wholesale, Indianapolis, In., is negotiating to move its Lafayette, In., building products warehouse to the nearby 6.5-acre yard 84 Lumber vacated in 2009.

OMG, Agawam, Ma., has aquired Tiger Claw, aristot, Ct., to become part of its FastenMast€r division.

Johns Manville, Denver, Co., broke ground on a new commercial roofing single ply membrane manufacturing facility in Milan, 0h,, anticipating a spring 2012 completion.

The company's plant in Edinburg, Va.-shuttered since 2007-is to be auctioned off Aug. 16.

Masonite agreed to acquire Marshfield Door Systems, Marshfield, Wi., to combine with its Mohawk brand commercial door business. Marshfield c.e.o. Don Bergman will remain with the division.

Masonite is also launching a $14-million expansion at its interior panel door plant in Denmark, S.C., that will add 159 jobs by early 2013. The facility had been owned by Lifetime Doors, which Masonite acquired last fall.

iLevel by Weyerhaeuser is now distributing Cox Industries' D-Blaze FRTW and Ecolife pressure treated wood in the Mid-Atlantic area, from its DCs in Richmond, Va.; Charlotte, N.C., and Jacksonville, Fl.

Woodford Plywood, Albany, Ga., is now distributing a full line of AZEK products throughout Georgia, Alabama and the Carolinas.

Parksite is now distributing Aljoma Lumber's Abaco tropical hardwood decking from its DCs in North Carolina, Maryland, Ohio and lllinois.

Amerhart Lumber & Building Materials, creen Bay, Wi., and Babcock Lumber, Pittsburgh, Pa., are now distributing Versatex trimboard products.

Allied Building Products, EagJ Rutherford, .ry.J., completed its acquisiiion of Astro Building Supplies, with roofing/siding/window DCs in Taylor and Roseville, Mi.

PPG Industries will be the exclusive coatings supplier for Somerset Hardwood Floors' new engineered flooring plant in Crossville, Tn.

Frank Miller Lumber Co., Vandatia, oh., hired TriComB2B to reposition its brand, revamp its online presence, and refine its sales support tools.

The Galifornia Redwood Co., Eureka, Ca., has added Dream Builder, a 3-D design tool, to its website, www.californiaredwoodco.com.

CertainTeed, Vattey Forge, Pa., is offering Realscape 3D software for use with its Bufftech vinyl fence line and Big Hammer Pro Deck Design software for use with its EverNew decking and railing products.

The manufacturer has also expanded the color palette for its Wolverine Encore vinyl siding and added two new colors (Castle Gray and Tudor Brown) to its EverNew PT decking line.

Crossville Inc., Crossville, Tn., reportedly has become the first tile manufacturer to attain certification of its waste recycling programs through Scientific Certification Systems.

Crossville has also agreed to recycle pre-consumer, fired sanitarv ware from Toto USA. utorrow. da.

Mitsubishi Forklift Trucks. Houston. Tx.. has launched its new mobile website.

AZEK Building Products, Scranton, Pa., earneo NAHB Research Center's Green Approved Product seal for its him, mouldings, decking and porch lines.

S-Unit Kansas Dealer Calls lt Quits

Unable to meet its obligations to its bank, Schmidt Builders Supply, Topeka, Ks., closed its five locations July l9 after nearly 40 years.

Schmidt's primary creditor, Kaw Valley Bank, took over and began liquidating the business's assets, including two yards each in Topeka and Lawrence and one in Tonganoxie, Ks.

ProBuild Closing Regional Offices

ProBuild Holdings reportedly will close its regional offices and consolidate support operations, including marketing and human resources at its corporate headquarters in Denver, Co.

The regional centers-located in Winona, Mn.; Tulsa, Ok.; Moorestown, N.J.; Kennesaw, Ga., and Lacey, Wa.are expected to be closed by the end of this year.

Reports are that some regional staffers may remain. At Midwest headquarters in Winona, for example, ProBuild is expected to cut back from two office buildings to one, where IT and supply chain personnel may stay on.

The closures are planned to have no effect on ProBuild's 470 LBM distribution, manufacturing, and assembly centers in 42 states.

Slide in Home lmprovement Likely to Continue into 2OtZ

After showing signs of recovery, spending on home improvements is expected to remain volatile and weak over the next several quarters, according to the latest Leading Indicator of Remodeling Activity by the Remodeling Futures Program at the Joint Center for

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Housing Studies of Harvard University.

The indicator projects that annual ren.rodelin-e spending through the first quarter of 20 l2 will be down 4.0olo. The Census Bureau's improvements spending series, to which the indicator is benchmarked. was recently revised downwards as well.

"The recent slowdown in the economy has caused home improvement spending to weaken again," said Eric S. Belsky. managing director of the Joint Center. "Falling consumer confidence levels have undermined interest in discretionary remodeling projects."

"Whut looked to be a promising upturn in home improvement spending carlier this year has begun to stall," added Kermit Baker. director of the Remodeling Futures Program at the Joint Center'. "Housing :turts. exisling home sales, and house prices have all been disappointing lately, which has dimmed prospects for home improvcment spending gains this yeiir."

SRS Accelerates Acquisitions

True to its name, SRS Acquisition Corp., McKinney, Tx.. has been busy expanding its operations across the country.

Thc roofing and siding distribution holding company now operates 55 locations in 22 states. under such divisions as Southern Shingles, Pace Supply, and Shake & Shingle Supply.

ln Tulsa, Ok., SRS acquired Alley Roofin-e Supply, which will operate under SRS's Southern Shingles banner. The I 1-member staff was retained, including former owner Bucky Alley, who will take on the role of sales manager.

Another new acquisition is Century Building Supply, a roofing, siding, and millwork distributor that serves the northern Illinois area from locations in Rockland and Sycamore, Il. Century will continue to operate under its own name, ils part of SRS' Midwcst division. and retain its entire sales and mana-qement staff. Owner Ken Wolowiec will serve as branch manager.

SRS has also added a new location in Joplin, Mo.. under the Southern Shingles name. The facility will be managed by Scott Rogers and stock Tavro roofing products and Crane's Exterior Portfolio vinyl siding.

In Hartford, Ct., the company opened a new location under its Pace Supply name, to service the New England markets with residential and

commercial roofing products, siding, and windows. Andy Renna will serve as branch manager.

And, in Wentzville, Mo., SRS has a new location for its Shake & Shingle Supply division. The location will serve the greater metro St. Louis market, including eastern Missouri and western Illinois suburbs, by caryin-e ar full line of residential and commercial roofing products. Branch manager is Mark Hibbeler.

Weyco Sells Hardwoods Unit

Weyerhiieuser Co.. Federal Way, Wa., has agreed to sell its worldwide hardwoods and industrial products division to New York privilte equity firm American Industrial Partners.

Northwest Hardwoods is based in Tacoma, Wa., with operations in the U.S., Cernada, China. Japan. and Hong Kon-rl.

"As a stand-alone companv. we

expect to offer our customers flexibility. fast market response limes. continuity of supply and an entrepreneurial 'can do' attitude," said David Weyerhaeuser, v.p. of sales and merrketing at Northwest Hardwoods.

The division employs about I ,000 workers and manufactures l5 species of hardwood lumber. from seven sawmills, four concentration yards, four remanufacturin_9 plants, and one log yard, all in the U.S. Last year, revenues fbr hardwood lumber were $223 million. an 8.2Vo increase over 2009.

"Revenues are related to housing starts and general repair and remodeling in the housing sector," said AIP's John Stanwood. "As these deprcssed markets ir.nprove in the years ahead. the company is wcll positioned to meet the dernand with its excellent hardwood timber supply relationships and extensive. modern and low-cost manufacturing footprint."

Chris Shadday has been nunrccl lrresi clcnt of Viancc LLC. (lharlotte. N.C.. sr-rccccclin-q Ster e Ainscough. r,i lro is reliling.

I)an Polyell has been pr()llotcd to opcrations l.u-gr. lor CapitaI Lunrber. I)lllas. Tr. Starla Kepley' is neu to insicle salc: sul)port. N'Iatt l,andrunr. cr-Snurclr Forcst Proclucts. is a neu' insirlc salcs t'c1r in HoLrston. Tx.

Robert .f "llob" Raepplcr has .joirrccl Arch \\'oocl Protcction. Atllnta. Ga.. as busincss ntgr'.-Cl-rcntonite prorltrcts. He is basccl in Strnburr. oh.

John L<lvc. e r-Lou c's. is nou tr-ircling SYP ancl enginccrcd lLrntbcl fctr ENAP. Neu, Windsor. N.Y.

Bill Nocerino. cx-Folest2Murkct has .joinccl the sulcs stliff o1'I)otlatch f'orp.. Wan'cn. Ar'.

.lackic Marchant is a neu brrrcl at \'lurvin's Honrc Centels. Birminqhlnr. Al.

(ireg Abbott. cr-\\'hcclcrs 13Lrilding

Materials. has .joined thc sules tearl lt 8-l Lunrbcr-Clcl." Cartcrsr ille. Gu.

Dave Russell. er-Boisc Clascaclc. has bccn nirnrccl engincclccl noocl proclucts nrgr. at l)ixic Ply uooci & Lunrbcr. Dallls. Tr.

\Iatthc* .I. llissad has been pronlotecl t() c.e .o, of Lniversll Forcst Procltrcts. Grancl Rapids. \li. Don .lanrcs is nuu hcacl ol'lltti()ltirl

.rrle...loseph (Jranger ir e r.c.rrtirc r.p. of its Itnircrsal Consurncr

l)rorl ucts und L.-FP Distribution rlii isions.

Craig Porter. cx-Plvu'oocl I)ctroit. is nc\\ to ('.i. I-ink Lunrbcr. Warrclt. N{r.. as pl\ \\ ood ancl purrcl salcs nrgr.

Ilob l)elanrartcr has rctirccl aftcr -) | vcars in sulcs at S pring Arl"ror [-unbcr & Honre Ccntcr'. Spring At'u()f ivll.

.fim Ackrol'd. c.e.o. ol' l0-unit Yision Ace Harclwarc. Nirplcs. Fl.. lLrrcl Cina Schaef'er. co-ou,ner ol scrcn Ace storr-s in Wlrsltington. I).C.. iincl Illltinrole. \ltl.. uere rcclcctccl ttt thc board ol Acc Hulrl rr arc Corp.. Oak Brook. Il.. along r,iith fi nanc ial c.\ccuti vc Jeffrer' (lirard.

L,clgerton Bronson. difector and lirrnrcr presiclcnl of Consoliclatcrl Lr,rnrber Co.. Stillr.r'ittcr'. N4n.. hrrs lctirecl altcr' (r0 r'cars o1' scnricc ttr fhc con.rpunv his griLndluthcr fbunrl cd in 190.1

Wa1'ne Andrutis hls bccn nlntctl bltsincss clevel<tpntcnt mgr. itt Aclr unccrl'[-rintWright. Bos{orr. L\ I 11.

(iar;-- Hof'l'mann has bcL-n pront()tc(l to nutionul advantlqc l)rognrnt ntsf at Do lt Best Cor1t.. Fort Waync. ln. \Iart.r ltailel is nou leurlirrg thc co ol) s Worlcl Class Conrnrcrcc Clcntcr initiativc.

Stephcn'l'ruhtrn has bccn nunrecl lrtgr-. of busincss clclcloltrucnt fbr llD Supplr Orlando. Fl Mark Yblood. cr-Nationll Nlil Co.. hls .joinccl (ilcut SoLrthcrn Woorl Prcscrvinq. lrs tcrritorv rngr. in thc I)allas,Fort Worth. Tr.. ilrca. Scolt \-ander Nlerrlen i. rr rre ri inr e ntorv planncr-at Truc Valuc Co.. ('hicago. Il.

(lhase Hennessev hus -j oinccl Menarcls. NIlrlion.Il.. us rrigr.

Steve Sieger is a new sales and management trainee at Moulding & Millwork, New Lenox, Il.

Jimmy Archer Jr., ex-Daltile, is the new Texas regional sales mgr. for Laticrete. He replaces John Streidnig, who is now director of the new Laticrete specialty products division. Dave Anzaldo is a new contractor sales rep for the Carolinas, northern Georgia, and eastern Tennessee.

Jim Ellis is now handling inside sales support at Snavely Forest Products, Houston, Tx.

Patrick Penza has joined Beacon Roofing Supply, Peabody, Ma., as outside sales rep for southeastern Massachusetts.

William Wiggs Thompson is a new market development mgr. at Louisiana Pacific Corp., Nashville, Tn.

James ";ir" Kiser has joined the sales team at Norandex Building Materials, Huntington, W.V.

Charles Wehner is now in showroom and outside sales with Stock Building Supply, Austin, Tx.

Sam Savides has joined Wojan Window & Door, as sales rep for the Greater Chicago area.

Bill Myrick has left ProBuild Holdings, Denver, Co., after one year as c.e.o. and president. Fred Marino is serving as interim c.e.o. until a permanent successor is found.

Paul Ramsay has joined Lowe's Cos., Mooresville. N.C.. as senior v.p.infrastructure & operations.

Larry Hortin has joined Kieffer Lumber Co., Mt. Carmel, Il., in sales and estimating.

Todd Baxter, Columbus, Oh., has joined Idaho Pacific Lumber Co., as an account executive serving the Midwest and East.

Tom Pagnini is new to sales at Marjam Supply Co., Wappingers Falls, N.Y.

Tony Farach, ex-Wilsonart, is now regional sales mgr. at Wurth Wood Group, Norfolk, Va.

Clemens Miller has been appointed president of building products for NSG Group, Toledo, Oh., succeeding Mark Lyons, who is now c.f.o. of parent company Pilkington.

James Bland is a new kitchen cabinet sales specialist at Carter Lumber, Hopkinsville, Ky.

Chris Martin is now assistant plant mgr. of Armstrong's ceiling facility in Marietta, Pa.

Dick Bower has retired as plywood certification mgr. for TECO, Sun Prairie, Wi., after seven years with the company and 40 in the industry.

Suzanne Aikens has joined the customer sales team at ODL. Zeeland. Mi.

Peter Dachowski, president and c.e.o., CertainTeed Corp., Valley Forge, Pa., is retiring Aug. 3l after 35 years with the company. He will be succeeded by John Crowe, currently president of Saint-Gobain's global abrasives business.

Steven R. Jette has been apointed marketing mgr.-composites for Saint-Gobain Performance Plastics, promoting the Green Glue division, Granville, N.Y.

Gary Landress has joined HD Supply, Atlanta, Ga., as president of its Crown Bolt division.

Angelo Quattrocchi, 90, co-founder of Construction Building Materials, Bristol, Pa., was guest of honor at a trade show honoring the company's 65th anniversary.

Abner Mallady is now charting lumber price trends for MungusFungus Forest Products, Climax, Nv., according to co-owners Hugh Mungus and Freddy Fungus.

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Gonfidentiality in the information age

fn rHe lce of always-on informaItion. the line between public and private is becoming increasingly blurred.

News programs and articles are filled with unnamed sources divulging corporate secrets and leaking policy decisions. Armies of paparazzi follow celebrities' every move, turning the most intimate details of their lives into fodder for tabloid magazines.

The information on MySpace and Facebook pages spreads across the Internet, turning private information public without the original author's knowledge or consent. In short, nothing is confidential.

Only a generation ago, people valued confidentiality and privacy, equating it with loyalty. Today, however, the notion of confidentiality hardly exists. People rarely keep secrets; individuals share their private thoughts with total strangers in blogs and online forums. Therefore, it is reasonable to be concerned that many in your family-owned business will treat non-personal and confidential business information at least as nonchalantly.

Even if a strong sense of privacy has eroded in our broader culture, businesses still need ways to handle confidential information. This can be particularly challenging in a family business, where the additional distinction between business and family can add complexity to notions of confidentiality.

Based on my experience working with family businesses,I offer the following tips on handling confidential information in an age where confiden-

tiality and privacy are increasingly undervalued.

Assume That There Will Be a Breach of Gonfi dentiality

First, assume that most information will not be kept confidential. Many people do not understand confidentiality. The younger generation, in particular, has been raised in an environment where people rarely keep secrets. Assume that whatever you say, even behind closed doors or in a private meeting, can and will be shared with others.

For those decision makers with whom you must share confidential information, be explicit in your explanations of what you mean by "confidential." Remind them that part of earning the full trust of leadership means demonstrating an ability to reliably keep necessary confidences.

In addition, assume that all electronic files will be shared.

Documents, spreadsheets, and especially emails tend to have a life of their own, reaching far beyond their intended audience. Never use email when you need to communicate something privately, since emails can be forwarded with a simple click. Confidential information is most safely shared through face-to-face communication.

Glose the Doorc

Trust is often one of the greatest assets of the family business. so enterprising families have a lot to lose if they don't safeguard trust effectively. For any family business to succeed, the family must agree that what happens behind closed doors stays there.

As a consultant, I often teach family business owners that conflict and disagreements are fine, as long as they are worked through behind closed doors. When the stakeholders in a family business have a closeddoor conversation, no matter what type of conflicts or heated discussions may occur, they need to be able to present a united front as soon as the doors are reopened. Doing anything less violates trust and invites others to second-guess the business' leadership. Family businesses cannot risk appearing divided when they are in front of their employees. Adopting a formal code of conduct that touches on these types of issues can be beneficial, because it sets rules and guidelines for working through confidential matters while establishing clear consequences for violating those rules.

Seek a Gommon Definition of Confidentiality

In a multigenerational workplace, employees have very different understandings, assumptions, and expectations of confidentiality, even when they come from a single family. Generations X and Y (people born between the mid-1960s and the early 1990s) have grown up in a culture

that does not strive to maintain confidentiality. In general, they do not understand or respect privacy.

This is not a criticism; it is merely a fact. This is different from the world in which the older generations were raised, when privacy and confidentiality were respected and highly valued.

Because of these different assumptions and understanding, we must be more careful with our language. Stock phrases like "keep this under your hat" and "you didn't hear it from me" have lost their meaning. Today, we might be more likely to use these phrases to get others' attention and practically guarantee that the information will be spread around, rather than be held in confidence.

Family businesses have to make concerted efforts to establish clearer boundaries for handling private information. Some families with whom we have worked meet this challenge by prefacing confidential information, reminding each other: "You'll be told things here that you shouldn't even tell your significant other." While that may sound extreme or even inappropriate, it does make explicit where the boundaries lie.

In addition, I recommend that families invest time and energy in educating their younger generation about what confidentiality means, why it is important, and how they can ensure they are not inadvertently violating an important confidence of the business. There certainly is an argument to be made for open and honest communication, but there is also a need to respect privacy and prevent leaks that could be hurtful to the family or the business.

As it is virtually impossible to keep a secret in the information age, the most viable long-term strategy is for a family business to confront this challenge with education and caution. Don't assume that the younger generation understands confidentiality in the same way you might. Only share truly sensitive information once a person has consistently demonstrated he or she can appropriately handle confidential information.

- Mark Green is an associate oJ the Family Business Consulting Group, Mariettu, Ga. He can be reached at green@ eJamilybusiness.com or (800) s5 t -0633.

Reprinted with permission from The Family Business Atlvisor, a copyrighted publication of Family Enterprise Publishers. No portion oJ this article may be reproduced without permissbn of Family Enterprise Publishers. Buildingrhoducts.om

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By Danita fclhnson Hughes

Lead your company through major change

Hese onys. it seems that the words I- "business" and "change" go hand in hand. From dealing with regulatory changes and economic shifts to responding to new customer demands and emerging technologies, sudden and externally mandated changes affect organizations of all sizes.

When change is forced upon you, making the shift is often more stressful and more difficult than when you thoughtfully decide to take your organization in a new direction. After all, making a change that you plan for is exciting and filled with opportunity, while making a change due to outside forces putting pressure on you is filled with risk and unpredictability.

Unfortunately. most organizations rcsist these externally mandated changes and are slow to respond. They fear the risk involved, and as a result they miss many opportunities. Change under external circumstances is scary because you often don't know if the changes you're making are going to work.

Additionally, the change may mean you have to alter your company's values or culture, and those sorts of changes don't come easy.

The fact is that embracing any type of externally motivated change requires both courage and planning. Following are some suggestions for making the change process easier and more successful.

. Assess your companyts current talent potential.

When dealing with externally moti-

vated change, a good leader needs the emotional maturity to maximize and leverage the strengths of the people within the organization. Depending on the size of the company or department, you may not have daily contact with those you lead. Therefore, take the time to go back and assess who you have working for you and what skill sets they have. Chances are some will have developed new skills and strengths since they were originally hired.

Therefore, determine how the company can best use the people you already have to make the change suc-

cessful. Most people overlook the talent that's right under their nose and think they need to look outside for the skills to best move the company forward.

Many times, those charged with hiring people don't want to hire anyone who is strong, assertive, or more knowledgeable than they are. They think these new hires will make them look bad-or even worse, take their job. In reality, if you hire people who are strong and know more than you do, you're going to fare better during the change process.

Realize that when the organization does well, everyone looks good, not just one person. However, if the organization fails, people typically look for one person to blame-usually the leader. The only way your company can sustain its momentum during and after the change is to have strong people on board.

. Create an environment that encourages continuous learning.

The knowledge you and your people possess has long-term value for the organization. If you stop learning, you stop having the ability to contribute to the continued development of the organization. Learning is vital, because things change so quicklytechnology changes, the industry changes, the marketplace changes, etc.

You have to keep up and know what's state-of-the-art to stay relevant to customers. Therefore, encourage your staff to attend seminars, read books, stay abreast of industry news, and seek internal feedback and mentoring. The more learning opportunities people have, the more valued they'll feel, and the more they'll want to contribute to the change process.

. Hold people to their commitments.

No change will ever be complete if people abandon their responsibilities midstream. That's why you need to hold people accountable for what they commit to. To do so, first make sure they have the skills needed to do the job. If they don't, there's no way they'll be successful.

Then you need to monitor their progress and evaluate how they are contributing (or not contributing) to

the change process. Realize that monitoring doesn't mean micromanaging. It simply means keeping the pulse of the whole work flow to ensure all the pieces of the process fit together and are getting done. When you find that someone isn't contributing effectively, you must be willing to confront the person and deal with the problem in a constructive way that gets the work back on track.

You have to be clear and consistent about the change, about what's occurring, about what needs to occur, and about the vision and goals for the company. Spell out where the company is going as well as the plan to get there.

When you are not clear and/or consistent, your message gets garbled and people don't understand it. That's when problems happen and change becomes risky. You think you're communicating one thing but no one understands your real message, so they pull in a different direction. That's why you must make sure everyone is on the same page.

Also, don't just relay the message once: you have to consistently revisit it and make sure everyone is still on board. Allow people to ask questions and, if possible, to contribute to the message. People buy into an idea more easily if they feel they took part in shaping it.

Change that's mandated from outside factors is often uncomfortable, but this doesn't mean it's a bad thing. In fact, when approached correctly, this sort of change can open your eyes to new possibilities, new customer bases, new revenue streams, and even new product and service offerings.

So tackle these externally influenced changes proactively and you'll have the upper hand. Not only will you fare better than your competitors during the change, but you'll also emerge as the marketplace leader. And that's one change you definitely want to occur.

- Danita Johnson Hughes, Ph.D. is a healthcare industry executive, public speaker, and author oJ the forthcoming Turnaround. Contact her at danitahughes@edgewatersystems.org or via www.danitaj o hnsonhu ghe s.c om.

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If you do need outside talent, hire people who know more than you do.

. In messaging, be clear, consistent, and continuous when communicating the vision and goals.

New LEED Pilot Credit Accepts SFI

The U.S. Green Building Council has launched LEED Pilot Credit 43, which awards a single point for nonstructural products and materialsincluding wood used in flooring and windows-certified under a range of systems.

The Sustainable Forestry Initiative applauded the new credit as a "step in the right direction" because it recognizes all credible forest certification standards, including SFI, ATFS, PEFC, CSA-in addition to certification by the Forest Stewardship Council.

The credit rewards greater transparency and knowledge about product life cycles. "We want LEED buildings to have more products that we know more about, and fewer products that we don't know very much about," said Brendan Owens, vice president of LEED technical development. He collaborates with volunteer technical committees to evolve and refine the LEED Green Building Rating System.

To gain the point, participants must specify and install qualified products and materials for a weighted value of at least lOTo of the total value of all

non-structural products and materials used in the project. Wood purchased for temporary uses-such as formwork, bracing, scaffolding, guardrails, etc.-would not be included.

Pilot credits are used to tests ideas before they become an official part of LEED, so many in the industry hope that this new credit represents a first step to recognizing the use of structural wood certified by groups other than FSC. The fact that the next LEED rewrite is underway also gives them hope that the new credit could be included for vote by USGBC members.

"Since so much attention has been focused on wood, other industries have been able to fly under the radar," said Owens. "They could take a lesson from the wood industry, which has done so much to document how wood is grown, harvested, and processed."

84 ldles Florida Yard-Again

84 Lumber has once again shut its yard in East Milton, Fl., which reopened last September after being closed for two years.

"Last time we closed. we never

thought we would reopen again, but we did," said spokesperson Jeff Nobers. "This time, I would expect with 1007o certainty that the property will be put up for sale."

ProBuild Vet Buys Steel Products Manufacturer

Paul Hylbert, who resigned as ProBuild's chief excutive last summer, has partnered with Boreas Advisors LLC to purchase Barton Supply, a Colorado supplier of structural and reinforcing steel products and accessories.

"We are pleased to be partnering with Barton Supply as a committed, long-term investor," said Hylbert. "Scott Barton will continue to head our sales and marketing efforts as vice president of sales, and Don Barton will lead manufacturing and distribution as vice president of operations."

Hylbert will serve as chairman, while Steve Swinney. managing partner of Boreas Advisors, will serve as c.e.o. Founded in 1973, Barton Supply has locations in Aurora, Colorado Springs, and Fort Collins, Co.

Hylbert and Boreas Advisors partnered earlier this year to invest in companies related to housing and building products.

Landscaping Products Dig in For Healthy Growth

U.S. demand for landscaping products is projected to increase J .6Vo annually through 2015, as sales register a sharp turnaround following a depressed 2010, according to a new Freedonia Group report.

Concrete products and other hardscapes will see the fastest growth, while decorative products-such as lighting and water features-remain the largest segment of the $4.1 billion U.S. landscaping products market.

Hurd Expands Vinyl Output

Hurd Windows & Doors' glass factory in Menill, Wi., will add production of vinyl windows this fall, under the Superseal Windows & Doors banner.

The move marks an effort by Medford, Wi.-based Hurd to expand Superseal, which it acquired earlier this year, into the Midwest.

Forestar Divests More Timberland

Forestar Group, Austin, Tx., agreed to sell 50000 acres of timberland in Georgia and Alabama to Plum Creek Timber Co., Seattle, Wa., for $75 million.

Of late. Forestar has inked deals to sell about 166000 acres of timberland in Georgia, Alabama and Texas for a total of $270 million, allowing it to pay down debt by more than $120 million and repurchase over I million shares of stock.

The sale to Plum Creek is expected to close by the end of the third quarter.

Polystyrene Products Manufacturer

Adopts New Name

Styron, Berwyn, Pa., is changing its name to Trinseo later this year.

The company will maintain the arrow icon in its current logo, its company colors, and tagline "Powering Ideas." The Styron brand will continue to be used as a trade name for polystyrene products.

Styron's plastic building products include roofing, glazing, door panels, trim, and lighting.

Grane Composites fiberglass reinforced plastic panels have earned GneetculnD Children & Schools and GREeHculRo Indoor Air Quality certification.

Mvthic Paint manufacturer Southern Diversified Products has relocated to larger quarters in Hattiesburg, Ms.

Ace Paint, a division of Ace Hardware Corp,, oar Brook, ll., unveiled Clark + Kensington, its first all-in-one primer/paint, which is 100% acrylic and low-VOC.

ilevel by Weyerhaeuser's new Stellar 2011 v4.3 fabrication software converts framing plans into detailed instructions for automated saws and fabrication equipment, batches jobs, enables more efficient production runs, and makes better use of short drops.

Guardian Building Products, Greer, S.C., now offers a 10-years residential labor limited warranty on its GuarDeck Prestige line of composite decking products.

Clopay has introduced a walnut finish to its Gallery Collection Ultra-Grain lineup of residential garage doors.

Hardwood Forestrv Fund, Reston, Va., received the Northeastern Loggers' Association's zoto Outstanding Management of Resources Award.

Gypress shines at solar decathlo

tTl"t Somn DEcnrHI-oN, a biennial I- competition sponsored by the U.S. Department of Energy, challenges 20 collegiate teams to build affordable, energy-efficient, and environmentally friendly homes suited to everyday living. This year, the teams from Florida, Tennessee, and New York included southern cypress in their designs.

Team Florida-a collaboration of the University of South Florida, Florida State University, the University of South Florida, and the University of Florida-used cypress in common applications such as siding, decking, and paneling, as well as for interior flooring.

"We feel our house will serve as an

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example of how cypress can be used to make a building more environmentally friendly, energy-efficient, and sustainable," said faculty advisor Stanley Russell. "Cypress is an excellent, sustainable material."

The University of Tennessee's team is using #2 grade cypress as exterior decking, as well as interior flooring in wet zones such as mechanical spaces and the bathroom, including in the shower.

"Cypress is one of the few species that has the combination of warmth and color we were looking for," said project manager Amy Howard. "Its natural resistance to decay addressed a requirement for our project."

The entry designed by the City College of New York Cypress reflects the fact that cypress decking continues to sain market share in the

TEAM FLORIDA students stain cypress boards for siding and decking.

Northeast. Designed for city rooftops, this project features cypress decking and exterior window mullions.

"In our research. we found that most of the historic piers of New York's Hudson River were constructed from cypress," said faculty advisor Christian Volkmann. "That's some of the best evidence for its durability. Since cypress is fast growing and beautiful, it was an easy decision to

specify."

Southern Cypress Manufacturers Association supplied all the cypress used in these three designs, to support and inspire future designers.

"They are a new breed in the design industry," said SCMA president Frank Vallot. who owns Acadian Cypress & Hardwoods, Ponchatoula, La. "With their generation. environmentally friendly design is the stan-

dard. not a new trend."

The solar homes will be open to the public from September 21 through October 2,2O11, on the National Mall's West Potomac Park in Washington, D.C. For more information, visit www.cypressinfo.org.

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RENDERING of Team Florida's project.

The ultimate survival skill for the new economy

f f,/e'ns LtvrNc rru incredibly turbuV V lent times. In spite of newspaper headlines proclaiming growing employment and a slowly growing economy, many business people admit to a pervasive feeling of uncertainty and confusion about their businesses.

The well-spring of this uncertainty lies in one of the characteristics of the new information age. Business people are being buffeted by an increasingly rapid rate of change. Consider that in 1900, the total amount of knowledge available to mankind was doubling about every 500 years. In 1990, it was doubling every two years. Today, according to some, the rate of change is doubling every 35 days!

Imagine the implications of that increasing rate of change. It means new products, new regulations, new market configurations, new customers, and new technology in almost every industry. It's no wonder that we're confused and uncertain about what to do. It wasn't so long ago that we had a growing market to cover over many of our flaws. Not true today.

And the growth of that knowledge continues at an expanding rate. One futurist predicts that today's high school students will have to absorb more information in their senior year alone than their grandparents did in their entire lifetime.

The effect of that snowballing rate of change on our businesses and our jobs can be cataclysmic. It's almost as if a malevolent spirit were stalking our economy, rendering all the wisdom of the past useless and casting a spell of confusion over the land.

The indications are that this rapid state of change will not be a temporary phenomenon. Rather, it will be the permanent condition we must accept for the foreseeable future. Rapid change is not a phase we're passing through; it's a process we're entering.

That means the conclusions, paradigms and core beliefs on which we

based our decisions just two or three years ago are likely obsolete todayand those we develop today will be obsolete in a couple of years. We can count on this continuing obsolescence of our best ideas and strategies to be the constant state of affairs.

One of my clients recently told his employees, "The only thing you can count on is that you won't be doing this job in three years." His point was that the job will change in that period of time to such a degree that it'll be a different job. The technology used will likely change, as will the customers, systems, and focus of the job.

The insightful person will accept rapid change as a defining characteristic of our economy and will plan to effectively deal with it on an on-going basis. Instead of thinking that we should just persevere until it's behind us, we should prepare for rapid change to be a way of life.

What's the best way to go forward in the light of this rapid change? What mindsets and skills can we adopt that will equip us to survive and prosper in turbulent times?

There is one core skill that will define the most successful individuals. It's the ability and propensity to engage in self-directed learning. The only sustainable, effective response to a rapidly changing world is cultivating

the ability to positively transform ourselves and our organizations. That's the definition of self-directed learning.

By "learning," I don't mean just the acquisition of new information, although that is a necessary prerequisite. Rather, I mean the kind of learning that requires one to change behavior on the basis of an ever-changing understanding of the world. Learning without behavior change is impotent.

The individuals who become disciplined, systematic, self-directed learners will be the success stories of the new economy. Likewise, organizations that become learning organizations will have the best chance of surviving and prospering.

Read what other have said about it:

Beale: "The key thing as we go forward is the ability to learn. You cannot arrest the pace of development in the marketplace, in the world, socially and technologically.lt is coming at an increasing rate. You've got to be able to learn and adapt."

Because oI the forces surging through our economy, it's safe to say that tomorrow will be significantly different from today. It will be more complex and somehow significantly changed. That will be true of all the tomorrows in the foreseeable future.

The most skilled employees, therefore, will be those who can continually access the changing facts and growing complexity of their jobs, then change appropriately.

Arie de Geus, founding member, Society for Oranizational Learning: "We understand that the only competitive advantage the company of the future will have is its managers' ability to learn faster than their competitors."

In a fast-changing world, today's hot new product is tomorrow's dinosaur. More important than any one product is the ability to continual-

ly create new products. Today's strongest employee could very well be tomorrow's employment problem. More important than any one employee is the ability to find and maintain employees who are constantly growing. Today's closest customers could be out of business tomorrow. More important than any one customer is the ability to attract and retain customers.

All are applications of the ultimate competitive advantage-the ability to learn faster than your competitors.

Ray Stata, co-founder, Analog Devices: "I would argue that the rate at which individuals and organizations learn may become the only sustainable competitive advantage."

As the economy becomes more and more global, competition will increase. Few businesses will enjoy a secure market position. The quality of competition will also improve as competitors strive to outdo one another in providing customer service and valueadded products. The survivors will be those who know how to learn and do so faster than their competitors. These learning organizations fill themselves with people who regularly engage in self-directed learning.

How, then, do you instill selfdirected learning in your organization? Here are tactics to begin the process.

1,. Wip" the slate clean.

Imagine that you have written the history of your company or your career on a blackboard. You have every decision, every strategy, every success, and every failure noted in detail. The sum of this experience provides the rationale for why and how you do everything that you now do.

Now, take a wet towel and wipe the board clean. Erase the past. As you do so, you eliminate the unspoken acceptance of the way things are and replace it with the new understanding that things may not be the way they should be. Just because something is, doesn't mean it should be. The reason you started doing something may no longer exist. With a world turning over completely every two to three years, any decision that had its roots in a situation that is three or more years old may not be justified today.

This little exercise provides a mental image for a change in thinking that needs to take place if you're going to become a learning organization. You must begin to think about things that you do, not on the basis of the past,

but rather on the basis of the present and the future.

It's a way of eliminating one of the biggest barriers to learning and changing: the mental obstacles that we put in our own way. For example, one of my clients became frustrated with his continuing inability to motivate his sales force. He spent much of his mental energy and financial resources attempting to get his force of largely independent agents to spend more time with his product. Yet he never thought about going to market in ways other than through his traditional methods. When we broke down that barrier of relying on the past, we discovered a marketing method that holds tremendous potential for his business. However, it took a change in thinking-a thought process that wasn't tied to his past-in order to look at the situation on the basis of the present and the future, rather than the past.

That principle can be applied in every area of your business, from something so fundamental and important as your method of reaching your customers, to something as mundane as the way you answer the phone or fill out a receiving document.

2. Gi"" learning a strategic emphasis.

Build in the need to become a learning organization in the most fundamental building blocks of your business. Write it into your mission statement. Get the board to pass a resolu-

tion advocating it. Display your commitment to it predominantly in your personnel manual. Talk about it at employee meetings. Make it an agenda item in executive meetings. Articulate it as an initiative in strategic planning sessions. And, begin to model learning behavior yourself.

3. Uut " self-directed learning a part of everyone's job description.

Begin to create learning expectations for yourself and all your employees. Talk about their need to learn and grow. Include it as an item on every job description.

Then encourage, develop and support learning opportunities throughout your organization. Some companies require every employee to attend a certain number of outside seminars, Internet-based courses, or other learning events per year. Others reward the effective application of learning. In other words, when someone finds an effective way to change things, reward them. One of my clients holds a monthly meeting where the employee who has made the biggest positive change in the way things are done is rewarded with $150 cash bonus.

Start implementing these strategies and you'll take the first step to becoming a learning organization and mastering the ultimate skill for the new economy.

- Dave Kahle is a sales consultant, trainer and author. Reach him at (616) 45 I -9377 or via www.davekahlecom.

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Bamboo Gomposite Decking

BamDeck composite decking from CaliBamboo is made from lO07o recycled materials.

Boards, which reportedly never need sealing, painting or refinishing, contain 3O7o recycled bamboo fibers and 7O7o recycled plastics.

Options include three different colors-caramel, coffee. and slate-and three surface choices-smooth. ridged, or alternating.

A hidden fastening system speeds installation.

I CALIBAMBOO.COM

(888) 788-2254

Eek! lt's a Plane!

Mouseplane is a planer that looks like a computer mouse.

Designed by Power Adhesives, the tool safely removes glue lines or smoothes uneven surfaces without gouging.

It can also be used to level edges and clean out corners. When not in use, the hardened carbon steel blade can be turned aside or covered.

I POWERADHESIVE.COM

(J04) 334-2425

Glassy Tiles

Crossville's Ebb & Flow mosaic wall tiles combine the natural beauty of stone and glass.

Nine color blends have a three-dimensional look, but are actually smooth for easy cleaning and maintenance.

Styles and sizes include mosaics in ll2"xll2", stacked mosaics in 112"x3", and linear mosaics in 112"x2", 112"x4", and 112"x6".

I CROSSVILLEINC.COM

(800\ 221-9093

Fossilized Stone

Bluestone porcelain tile from Crossville contains 20Vo certified recycled content. Each tile is enhanced by fossil-like impressions and embedded shells.

Four colors (Colorado buff, Pennsylvania blue, Arizona brown, and Vermont black) come in a variety of sizes, including field tiles. mosaics. and trims.

T CROSSVILLEINC.COM

(800) 221-9093

Heavy Duty Boots

Timberland's Pro Helix work boots are lightweight but rugged. A mesh lining with microbial treatment controls odors, while an alloy or composite toe provides lightweight protection and a roomy fit.

I TIMBERLAND.COM

(888) 802-9947

Easy Floor Adhesive

DriTac SMC flooring adhesive simplifies installation of hardwood floors when a concrete moisture barrier or sound control membrane is required.

VOC-compliant, the one-step system contains no water, cleans easily when wet, and provides a strong, permanent bond.

I DRITAC.COM

(800) 394-9310

Optimizing Saw for Flooring

Cantek's CFS-100 optimizing cut-off saw removes defects from flooring boards.

Simply mark defects and load the wood. After defects are removed, the saw can partially optimize the material to length. It then moves through the cut-off sta-

tion and the linear end-matcher, for tongue-&-groove on the ends.

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(888) 982-2683

This Golumnts a Wrap

Versatex has expanded its line of cellular PVC Versawrap products.

A new 8"x8"x10' column wrap has a friction-fit closing system to fit tightly and securely around rough-sawn wood posts.

Bed moulding kits in regular and extra-long lengths add interest to the column base and lower section of the column wrap. A base moulding kit tops off the outer edges of the column base.

Crown moulding kits with a standard 4" crown add ornamentation to the top of wrapped columns. Belmont post caps, for 4" and 6" wrap configurations, allow conversion of wrapped columns to newel posts.

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Locking Deck Brackets

Decklok brackets from Screw Products strengthen critical connections between deck components.

The fasteners can be used with rail posts, ledger boards, and stair stringers to reduce the risk of shifting and collapse.

For traditional deck applications, the 16-gauge steel connectors have a post-manufactured hot-dip galvanized coating. For boat docks and other marine applications, use 3 I 6 or 304 stainless steel.

(877) 844-8880

Energy Efficient Openings

Great Lakes Window offers all-vinyl replacement windows and patio doors with advanced insulation.

The EcoSmartTM series has triple panes, krypton gas-filled glass, and Energy Star-compliant Low-E glass options.

All models offer triple pane options, decorative and tinted glass, grilles between glass, and etched grilles.

T ECOSMART-WINDOWS.COM

(888) 975-9436

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Gorporate culture: The missing ingredient to success

venv EMpLoyEE Ar EVERv r-svel has the ability to act I-lfor the betterment of the employer and its clients. Unfortunately, most people are content with stagnation. They put in just enough effort to not get fired as they quier ly march along with the status quo. Much to many c.e.o.s' dismay, such a corporate culture is more prevalent than a culture that calls for greatness from all.

For any company to succeed long term, having the right corporate culture is key. Where does your organization's culture fall in the spectrum? Does the c.e.o. expect greatness from everyone every day or does the c.e.o. allow mediocrity to creep in and fester? Make no mistake-culture is not just important; it's crucial to an organization's true potential.

Following are some key components for strengthening your culture to be in the "best of the best" category.

Get clear on the organization's mission.

Most employees can't recite their company's mission statement. This means the leadership's process of developing the mission statement was a joke and a meaningless exercise. When the company's mission statement is an "out-of-site-out-of-mind" document, it's inelevant, no matter how well written it may be.

A compelling mission statement needs only two and no more than three sentences with two primary commitments:

(1) What we stand for to each other (internal clients) and

(2) What we stand for to clients. You can choose to add various comments regarding vendors, stakeholders and

teamwork, but keep it short and simple. Longer mission statements are hard to remember.

Once you have your mission statement complete, you not only frame it and place it throughout your facility, but you also refer to it regularly for reminders, coaching, reprimanding, and even decision-making. Realize, too, that one person ignoring the statement can poison the environment. The only thing worse than having turnover is having none when there should be.

When asked if they have someone on staff who they knew was a bad choice by the second month of the new hire's employment, about 75Vo of c.e.o.s and v.p.s say "yes." Usually, that particular employee has not attempted to meet or exceed the mission statement. When asked why that person has not been discharged, most c.e.o.s and v.p.s reply, "Because I'm afraid (s)he will go with our competitor." But that's exactly where you want the person to go. Set them free!

Commit to personal improvement.

In order for every employee to commit to personal improvement, the company's president and v.p. of sales must lead the way by example. Why? So go these two individuals, so go those they lead-and so go the company's rcvenues and profits. When all levels of employees see the president and v.p. of sales committing to something, the rest follow suit. Additionally, it's rare to find a president and v.p. of sales who can't improve by 25Vo in two to three months and by 507o in six months. Many even get 1OO7o better. Why? They've been so busy mcntoring others that they haven't had the time to work on themselves.

Realize that mentoring isn't about motivational speeches. Many corporations make the mistake of bringing in a motivational speaker for an annual meeting and then believing that personal development training is over. Yes, motivational speeches are great to hear, but their effect is gone as soon as the speaker leaves the room.

When it comes to real personal improvement, it's about assigning each individual nine specific skills, habits, and traits to improve upon. And the starting date to act is that day or no later than the next day. See the culture change taking place?

Then, the person's chief or an outside consultant must follow-up to ensure implementation has begun, and to monitor the results. Later, another nine new skills. habits. and traits are assisned and monitored.

The best sales and management education sessions are those where the group selects the best ideas presented and holds everyone accountable (again) for implementation. You may pick six skills to assign to the group, but you pick an additional one each for both Joe and Mary based on their individual weaknesses. And then what? Then you monitor.

Create meaningful position descriptions and measurements.

This is another area that is typically woefully weak. Most companies are using outdated position descriptions they created a decade ago. And measurements? They don't even exist. But how can you expect greatness from people if you have nothing by which to measure that greatness?

For each position in your company, you need current and realistic position descriptions, as well as measurements you use to determine if someone is successful in their position. You utilize these devices for informal reviews (can be done by telephone) and for formalized quarterly reviews. Naturally, these documents are crucial for year-end reviews, but if you currently only conduct year-end reviews, it's too late. People need feedback more than just once per year.

Preparing position descriptions and measurements carefully will keep everyone focused on the goal: higher sales and revenue for the company. You'll also discover that the goal of increasing sales and revenue is part of everyone's job to some degree. Ultimately, the more detailed you can be and the more you monitor, the more you encourage people to be great.

Take time for planning.

Every department needs a plan. But the question often asked is, "What do I plan?" The answer: Everything.

Here's an example of some planning ideas using the sales department as the focus. The following list of planning objectives would be done for each salesperson on staff:

What is the "no later than" date you want to land/increase business with ABC Corp. and 50 others?

What are you going to do quarterly and monthly to make the results happen?

. What is the salesperson's v.p. of sales (and regional

manager, if applicable) going to do to ensure the results occur?

There are about 50 more items to planning for the year, so you would include everything that is to be done, by whom, and by when.

Planning requires a lot of thinking time without intemrption. A good idea is for the people charged with planning to work off-site with a consultant to focus intently on both the big details and the little ones. Why off-site? Yogi Berra said it best: "How the hell are you going to think and hit at the same time?"

Have fun.

Most organizations don't have enough fun, which is almost a corporate crime. But every company should have a goal of being the most fun place to work in town.

A few benefits of fun include:

It prevents a succession ofordinary days.

It promotes creativity.

. It elevates retention of your best employees.

It improves recruitment efforts.

. It aids with teamwork.

. It increases risk-taking, aggressiveness, job satisfaction, and mental health.

It boosts revenue as clients want more excitement, too.

Perhaps most important: The best of the best always want to work at a fun company. So let the grumpy, negative, and whiny people work for your competitors. Instill fun in your culture and you'll have a workforce that's by far the cream of the crop.

Culture success starts now.

Of course, there's much more to corporate culture than these five points. However, this foundation will get your company started on the culture transformation.

The bottom line is that if you want stronger revenues, then you must develop a stronger culture. A culture of greatness trumps any other.

- Bill Blades, CMC, CPS, specialiTes in growing people and revenue in sales and leadership areas. He can be contacted at U43) 477-0061 or wblades@aol.com.

Southern Forest Products Association is looking for a new president, following the resignation of Digges Morgan. to pursue other interests.

Morgan has been with SFPA for 28 years, the last six as president.

Florida Building Material Association has established a retail sales award, the Pinnacle.

One of five finalists will receive the new award during this year's annual convention, Sept.2l-24 at Gaylord Palms Resort, Orlando. Show highlights will include the Gulf Atlantic Expo, Southern Design Symposium, speakers, and Tom Snead golf tournament at Orange Lake Country Club.

Eastern Buitding Material Dealers Association is preparing for the IDEAS lumber and building materials trade show Oct. l8 at the Valley Forge Convention Center, King of Prussia, Pa.

Ohio Construction Suppliers Association is sponsoring an installed sales roundtable Oct. I 3- l4 in Youngstown, Oh., and a roundtable for Ohio and Kentucky executives Oct.26-28 in Naples. Fl.

Mid-South Building Material Dealers Association is holding a joint roundtable meeting for Louisiana and Mississippi members, Alg.23-24 in Napleonville, La.

Northeastern Retail Lumber Association affiliates are finishing the summer strong.

Long Island Lumber Association and New York & Suburban Lumber Association will co-host a dinner cruise Aug. 18 about the Lady Liberty, Port Washington, N.Y. The group's annual meeting is Sept. l3 at Villa Lombardi's. Holbrook. N.Y.

Mid-Hudson Lumber Dealers Association's outing to Dutchess Stadium, Wappingers Falls, N.Y., is Aug. 19, while Northern New York Lumber Dealers Association holds its annual fishing derby Aug. 17 at the Antique Boat Museum, Clayton, N.Y.

Northeastern Lumber Manufacturers Association hosts a Sept.2223 golf tournament and market outlook at Webhannet Golf Club, Kennebunk, Me.

Golf and an awards dinner are on the first day. On the second day, Paul Jannke, principal , Forest Economic Advisors, will analyze North American lumber markets.

North American Wholesale Lumber Association has booked Chuck Leavall-tree farmer. author. and Rolling Stones performer-to keynote its Oct. 19-21 Traders Market at the Mirage, Las Vegas, Nv. Leavall has written four books on environmental issues and co-founded a website on environmental news. In

1999, he and his wife were recognized as National Outstanding Tree Farmers of the Year by the American Tree Farm System.

This year's Magellan Network will feature Steve Lovett, Blue Ribbon Commission for Softwood Lumber Check-Off , and Craig Larsen, Softwood Export Council.

National Hardwood Lumber Association will offer its first bilingual lumber grading short course, in Spanish, Sept. 12-14 at its headquarters in Memphis, Tn.

English-language classes include a basic lumber drying course Aug. 2930; a three-day lumber grading short course Aug. 31-Sept. 2, and inspector training school Sept.7-Dec. 9.

Southeastern Lumber Manufacturers Association's Real Outdoor Living program has three new collateral pieces-a pocket guide, rack card, and poster-designed to educate lumber dealers and deck builders about the benefits of pressure-treated wood.

Kentucky Forest Industries Association voted to change its Kentucky Wood Expo to a biennial schedule, following this year's show Sept. l6-17 at Laurel/London Optimist Sports Complex, London, Ky.

Jack J. Kahan, 89, president of Interstate + Lakeland Lumber Corp., Greenwich, Ct., died June 14 in Rye, N.Y.

During World War II, he served with the U.S. Navy as a gunnery instructor in Hawaii. In 1945, he started his 66-year career in the family business.

He also served as president of HooHoo's Connecticut chapter.

Jeffrey E. Nesbitt, 70, cellular PVC decking and trim pioneer, died Iune 22 in Lititz. Pa.

After working with GAF and Armstrong World Industries, he developed the flax-reinforced cellular PVC technology used by Procell Decking Systems, Foley, Al., which was later acquired by Azek.

In the mid-2000s, he served as v.p. of techology for Edge Building Products, Newport, Pa., creating DurationDeck, Stabilex, and other products. The firm went bankrupt in

2005 and, a year later, he co-founded Sensibuilt Building Solutions, Bloomfield, Ct., based on his Lumenite surface technology. Two years ago, Sensibuilt merged with Fiberon.

Since 2010. he had been managing partner of Building Solutions Intellectual Property, LLC.

Joseph Glenn Kurth, 95, cofounder of Walker-Kurth Lumber, Houston, Tx., died June l5 in Houston.

After graduating from the University of Texas, he served with the U.S. Army during World War II. After the war, he entered the lumber business. ln 1952, he and Weldon Walker started the company.

He also served as president of the Houston Lumberman's Association and as a director of the Retail Lumber Dealers Association of Houston.

Edgar L. Shuman, 88, retired manager of Brewster Lumber in Massachusetts and Connecticut. died July I in Providence, R.I.

During World War II, he served as a staff sergeant in the U.S. Army. Beginning in 1940, he worked for Providence Box & Lumber, Providence, which became P.B.X. Building Materials.

In l97l , he joined Brewster Lumber in Massachusetts, relocating to the Mitford, Ct., yard two years later. He retired at the end of 1986.

James Alfred Berglund, 82, retired Minnesota lumber trader, died June 25 in Crosby, Mn.

After serving with the U.S. Army during the Korean War, he started his 55-year lumber career. Two years ago, he retired from his position as a wholesale lumber salesperson at Lakes State Lumber. Aitkin. Mn.

Edwin J. "Butchtt Burns, 92, retired Indiana lumberman, died of complications from cancer July 18, in Monticello, In.

He served in the Pacific Theater during World War II, as crew chief on aB-25 in the Air Force.

When he returned home, he joined the LBM industry, retiring from Dye Lumber. Monticello. in 1987.

Jack J. Gehrs, 88, retired New Jersey lumberman, died July 3 in Winter Haven, Fl.

When he was five years old, he and his family emigrated to the U.S. from Building-Produdscan

Denmark. During World War II, he served with the 50lst Paratroop Infantry Regiment.

In 1959, he became a partner at C. Tereshko Lumber, Raritan Township, N.J., which was sold to Hunterdon Lumber, Annandale, in 1974. He later worked several years for Diamond International Lumber, until he retired.

Earl M. Wolfe, 93, longtime manager of Johnson True Value Hardware, Neosho, Mo., died lune 27 in Neosho. He started working at Newton County Hardware, Neosho, in 1950, after graduating from Hastings

Business College. When the store became Johnson True Value, he became manager-a position he held for 27 years, until retiring in 1993.

Anthony J. "Mr. Tony" Rane,94, longtime board member of Great Southern Wood Holdings, parent of Great Southern Wood Preserving, Abbeville, A1., died July 12.

After serving in the Army Medical Corps during World War II, he moved to Abbeville, where his son Jimmy started a treating plant that would expand into the nation's largest wood treater.

p$arr ftxli#ilfi

AUGTIONS

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Count On Peak Auctioneering, the nation's oldest and largest building material auction company to turn unwanted surplus into cash. Serving the building muterisl industry for 25 years!

August 27-28; Baltimore, MD, Howard County Fairgrounds

September l0; Detroit, MI, Gibraltar Trade Center South

September 17; Kansas City, MO, MCC Exhibit Hall

September 241Berea, OHo Cuyahoga County Fairgrounds

October 1; Indianapolis, INo Marion County Fairgrounds

October 8; St. Charles, IL, Kane County Fairgrounds

October 22;Harrington, DE, Delaware State Fairgrounds

October 29; Middletown, NY, Orange County Fairgrounds

November 5; York PA, York Expo Center

November 12; Detroit, MI, Gibraltar Trade Center North

November 19; Charlotte, NC, Metrolina Tradeshow Expo

December 3-4; Baltimore, MD, Howard County Fairgrounds

We are ready to help you reduce inventory and put cash in your coffers...call us to pafticipate in an auction near you!

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Rates: $1.20 per word (25 word min.). Phone number counts as 1 word, address as 6. Centered copy or headline, $9 per line. Border, $9. Private box, $15. Column inch rate: $55 if art furnished "camera+eady" (advertiser sets the type), $65 if we set type. Send ad to Fax 949-852-0231 or dkoenig@ building-products.com. For more info, call (949) 8521990. Make checks payable to Cutler Publishing. Deadline: 1 Bth of orevious month.

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For Sole

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DATE Book

Lrsllngs are often submifted months in advance. Always verify dates and locations wrfh sponsor before making plans to aftend.

Southern Forest Products Assn. - Aug, 9-10, annual meeting, Westin Peachtree Plaza, Atlanta, Ga.; Aug. 11-12, equipment expo, Georgia World Congress Center, Atlanta; (504) 443-4464; www.spa.0rg.

New Jersey Building Materials Dealers Association - Aug. 15, annual golf outing, Battleground Country Club, Manalapan, N.J.; (800) 269-9603; njbmda.org.

Northern New York Lumber Dealers Association - Aug. 17, annualfishing derby, Antique Boat Museum, Clayton, N.Y.; (518) 286-1 01 0; www.nrla.org.

Allied Building Stores - Aug. 17-19, show, Arlington Convention Center, Arlington, Tx.; (318) 699-9225; www.absweb.biz.

Northeastern Retail Lumber Assn. - Aug. 18, dinner cruise, Lady Liberty, Port Washington, N.Y.; (518) 286-1010; www.nrla.org.

Orgill Inc. - Aug. 18-20, dealer market, 2860; www.orgill.com.

(800) 347-

Southern Lumber Exporters Association - Aug. 18, annual meeting, Mobile, Al.; www.slea.org.

Central New York Retail Lumber Dealers Association - Aug. 19, clambake, Pompey Country Club, Pompey, N.Y.; (518) 2861010; www.nrla.org.

Mid-Hudson Lumber Dealers Association - Aug. 19, sports outing, Dutchess Stadium, Wappingers Falls, N.Y.; (518) 286-1010; www.nna.org.

Mid-South Building Material Dealers Association - Aug. 23-24, Louisiana/Mississippi joint roundtable meeting, Napleonville, La.; (601 ) 82a-2884; www.mbmda.com.

Northwestern Lumber Association - Aug. 24, regional golf outing, Fenni more, Wi. ; (888) 544-6822; www. nlassn.org.

Vermont Retail Lumber Dealers Assn. - Aug, 24, annual meeting/ golf, Green Mountain, Killington, Vt.; (518)286-1010; nrla.org.

New Jersey Building Materials Dealers Association - Aug. 26, fishing trip, Atlantic Highlands, N.J.; (800)269-9603; njbmda.org.

Peak Auctioneering - Aug. 27-29, LBM auction, Howard County Fairgrounds, Baltimore, Md.; (800) 245-9690; peakauction.com.

National Hardwood Lumber Association - Aug. 29-30, hardwood drying short course; Aug.31-Sept. 2, grading short course, NHLA Hq., Memphis, Tn.; (901) 399-7555; www.nhla.com.

National Association of Women in Construction - Aug. 31-Sept, 3, annual convention, St. Louis, Mo.; (800) 552-3506; nawic.org.

GlassBuild America - Sept. 7-9, Georgia World Congress Center, Atlanta, Ga.; (703) 4424890; www.glassbuildamerica.com.

National Hardwood Lumber Assn. - Sept. 7-Dec. 9, inspector training school, Memphis, Tn.; (901) 399-7555; www.nhla,com.

Western Red Gedar Lumber Association - Sept. 8, open cedar session, Whistler, B.C. ; (604) 891 -1 262; www.wrcla.org.

BC Wood - Sept. 8-10, global buyers mission, Whistler Conference Center, Whistler, B.C.; (877) 422-9663: www.bcwood.com.

Retail Lumber Dealers Association of Maine - Sept, 9-11, annual meeting, Portland, Me.; (51 8) 286-1 01 0; nrla.org.

Hoo-Hoo International - Sept, 9-13, annual convention, Harbour Towers Hotel, Victoria, B.C.; (800) 979-9950; www.hoo-hoo.org.

Peak Auctioneering - Sept. 10, LBM auction, Gibraltar Trade Center South, Detroit, Mi.; (800) 245-9690; peakauction.com.

Dallas Home & Garden Market - Sept. 10-11, Dallas Market Hall, Dallas, Tx.; (800) 65a-1a80; www.texashomeandgarden.com.

HDW lnc. - Sept. 11-12, dealer market, Shreveport Convention Center, Shreveport, La. ; (800) 256-8527 : www. hdwinc.com. Bulldiryrhoductsom

American Wood Protection Association - Sept. 11-15, fall committee meetings, Anchorage, Ak.; (205) 7334077 iawpa.com.

National Hardwood Lumber Assn. - Sept. 12-14, bilingual lumber grading course, Memphis, Tn.; (901) 399-7555; www.nhla.com.

Long lsland Lumber Association - Sept. 13, annual meeting, Villa Lombardi's, Holbrook, N.Y. ; (51 8) 286-1 01 0; www.nrla.org.

Construction Suppliers Association - Sept. 15-16, annual meeting, Tyrone, Ga.; (678) 674-1860; www.gocsa.com

Blish-Mize Co. - Sept. 16-17, fall market, Convention Center, Overland Park, Ks. ; (800) 995-0525; www.blishmize.com.

Kentucky Forest Industries Assn. - Sept. 16-17, expo, Optimists Sports Complex, London, Ky.; (800) 203-9217; www.kfia.org.

Peak Auctioneering - Sept. 17, LBM auction, MCC Exhibit Hall, Kansas City, Mo.; (800) 245-9690; www.peakauction.com.

Houston Home & Garden Market - Sept. 17-18, Reliant Center, Houston, Tx.; (800) 654-1480; www.texashomeandgarden.com.

Northwestern Lumber Association - Sept. 19, regional golf outing, Wrightstown, Wi. ; (888) lA4$822; www. nlassn.org.

World Forest Institute - Sept. 19-21, "Who Will Own the Forest?" conference; Sept. 22, forest products forum, World Forestry Center, Portland, Or. ; wwotf.worldforestry.org.

Building Component Manufacturers Conference - Sept. 2'l-23, lndiana Convention Center, Indianapolis, In.; (608) 310-6722; www.bcmcshow.com.

Florida Building Material Association - Sept. 21, golf tournament, Orange Lake Country Club, Orlando, Fl.; Sept, 21-24, annual convention & expo, Gaylord Palms Hotel, Kissimmee, Fl.; (352) 383-0366; www.fbma.org.

National Hardwood Lumber Assn. - Sept. 21-24, annual convention, Gaylord Opryland, Nashville, Tn.; (800) 933-0318; nhla.org.

Northeastern Lumber Manufacturers Association - Sept. 22-23, economic forecast & golf outing, Nonantum Resort, Kennebunkport, Me.; (207) 829-6901 ; www.nelma.org.

True Vafue Co. - Sept. 23-25,tall market, Pennsylvania Convention Center, Philadelphia, Pa.; (773) 695-5000; www.truevaluecompany.c0m.

Peak Auctioneering - Sept, 24, LBM auction, Cuyahoga County Fairgrounds, Berea, Oh.; (800) 245-9690; www.peakauction.com.

American Architectural Manufacturers Assn. - Sept. 25-28, fall conference, Palm Springs, Ca.; (847) 303-5664; aamanet.org.

Northwestern Lumber Association - Sept. 27, regional golf outing, Panora, la.; Sept. 29, sporting clay, Brainard, Ne.; (888) 5446822; www.nlassn.org.

Missouri Forest Products Assn. - Sept. 30-Oct. I, expo, Show Me Cenler, Cape Girardeau, Mo. : (573) 6M-3252; moforest.org.

Peak Auctioneering - Oct 1, LBM auctions, Indianapolis, In.; Oct. 8, St. Charles, ll.; (800) 245-9690; www.peakauction.com.

U.S. Green Building Council - Oct. 4-7, Greenbuild conference, Toronto, Canada; (800) 795-1747; www.usgbc.com.

Do lt Best Corp. - Oct.8-10, fall market, Indiana Convention Center, lndianapolis, In.; (260) 748-5300; www.doitbestcorp.com.

DeckExpo - Oct. 12-14, McCormick Place, Chicago, ll.; (866) 4756495; www.deckexpo.com.

Ace Hardware Corp. - Oct. 15-17, fall market, Colorado Convention Center, Denver, Co.; (630) 990-7662; www.acehardware.com.

Mid-Atlantic IDEAS LBM Trade Show - Oct. 18, Valley Forge Convention Center, King of Prussia, Pa.; www.lbmideas.org.

ENAP Inc, - Oct. 18-19, forest products conference, Marriott Inner Harbor, Baltimore, Md.; (800) 4564300; www.enap.com.

North American YVholesale Lumber Association - Oct. 19-21, Traders Market, Mirage Resort & Casino, Las Vegas, Nv.; (800) 527 -8258: www. u m be r.org.

Home lmprovement, Self lmprovement

Business experts advise small business owners that writing a regular online column can be a great way to build rapport with your customers. But an innovative blog penned by Hipp Modern Builders Supply, Mountain View, Ar., goes way beyond the usual how-to advice on home improvement projects.

Named "Hipp's Help" (www.hippshelp.com), the two-year-old site is the brainchild of owner Terry Hipp and his son, Gentry Hipp, who manages both the store and its Internet offerings.

The site features a prominent link to Hipp's online Do it Best store, including a discount code. But it initially attracts customer with less commercial motives.

"We know that people are always trying to better themselves and improve the way of life they live," writes Gentry. "If we can help one person improve the way they live, then we feel like that we have accomplished our goals for our site."

Although readers can read about the standard home improvement projects-how to build a wooden arbor, how to pave a driveway, how to build an outdoor shower-they can also learn how to create a website, how to make money online, and how to write a resume.

"Our main purpose is to just throw our micro bursts of thoughts out to you," reads the blog, "along with sharing some of our content and specials from our parent site."

The site's motto is "How to Do Just About Anything." Recent posts offer everything from how to create a video game, tips on baking cookies, a discussion of foster care and international adoption, lots of parenting advice, how to make money on penny stocks, how to naturally get rid of eczema, and a practical, seven-step guide on how to stop vomiting.

After offering the observation that "in most cases other than food poisoning, vomiting may be unnecessary," the blog offers helpful advice on how to control the unpleasant side-effects of an irritated stomach.

Believing that "we are all put on this earth to help each other and to see that we all live a full life," Gentry writes that he hopes the blog "will help everyone that reads it. My wish to everyone out there is that you live a full and happy life!"

[www.ecovantage.coml ............5

Landry Lumber .....,................42

Lee Roy Jordan Lumber [wwwjordanredwood.com] .,..,.23

NAWLA Traders Market [nawlatradersmarket,coml.........19

North American Wholesale Lumber Assn. [nawla.org],...19

Pacific MDF Products [www,pactrim.com] ....,..,...,...........31

Peak Auctioneering [wunr.peakauction.com]...............,..,43

Pennsylvania Lumbermens Mutual [plmins,com]............15

Point Six Ff ooring [www.pointsixflooring.com] ..........24-25

RoyOMartin [www,royomartin.com] .Cover lll

Simpson Strong-Tie [www.strongtie,com].......... ................7

Siskiyou Forest Products [siskiyouforestproducts.coml..2T

Smith Millwork [www.smithmillwork.com]..,,,,,.................33

Southern Shutter Go. [www.southernshutter,com]..........44

Sunbelt [rvww.sunbeltracks.com] ...............35

TLC Mouldings [www.tlcmouldings.com] .,,,,,........Cover lV

Western Red Cedar Lumber Assn. [realcedar.orgl .....28-29

I Protect your new home against high energy costs with

v Energy Guard \ t integrates the energy efficiency o{ a radiant barrier and the benefits associated with diflusing vapor and air into a single house wrap product

I ,;. {q tx

r MndBrace' ' wall sheathing panelr are a full I l/e in. bller than standrrd OSS panel+ allowing buildsr to tie the top plate to the bottom plak in a ringle sill-toglab structural panel.

Smartcore' Pliwood products are manufactured to the highest quality with all Southern Pine construction for the greatest strenSth and stiffness.

RoyOMartin offers a complete line of premiurn-quality plywood products.

RoyOMarti n has revclutionized h urrica ne-zone construction standards with \ WindBrace' OSB. Engineered for greater strength and less deflection, Wind8racen 058 i; wall sheathing delivers higher shear load values and meets uplift code reouirements for wind velociiies.

Eclipse' Radiant Barrier Panels roof decking.