Let the Truth be Told

Setting the record straight about proper deck cAre 6 maintendnce

happens when your decking installation doesn't live up Lr customer's expectations? With the overwhelming your cuslomgr s expcctallurls l vv llll LllE uvel wlls[uurB riety of decking materials now claiming "No Maintenance", owMaintenance", or "Maintenance Free", there's a good ssibility your customer may be disappointed when mildew, ling, or stains become visible. In fact, some of these itation materials have come under fire lately - succumbing class action lawsuits for overstated claims and implied Lnties. Despite what many consumers are led to believe, decking materials require regular care and maintenance look their best. decking, like Western Red Cedar, often receives the of these incorrect maintenance statements - but often from compounds called "thujaplicins" that act as natural preservatives and make the wood last. In addition, unlike Iternative materials, Western Red Cedar can be sanded down and refinished to remove any gradual fading, stains, or scratches that may occur. With regular maintenance, cedar will continue to look beautiful for years to come. better than most. Informed deck builders know Western Red Cedar's nafural resistance to deterioration comes lOSluff{.Send address_ciang€s toThe Merchant Magazine, 4500 Campus Dr., Sre. co, Heiporit[aor, Ca"-gmoorefz. lg-Merchant Magaz ine (USPS 796-560) is published monhly at 4lilXlCamFrs Dr , Sn. OO, *rrport ge.c[ C& 9266D 1113.q-qrlLrlLr,tirliryl]1.; f:l$:*is postase paid ar Newpol tcl4 13U-tm SUoc, tL.tlncl|clr|.| esFefn efdatao.f6 ()bods'lds 60EaE)

Tom Read from Tacoma, Washington, is one prime example of a long-lasting Westem Red Cedar deck o\Mner. The Pacific Northwest is well known for having extended seasons ofrain, yet his 10year-old deck appears to be new. "All my Cedar deck requires is a little cleaning and minor touch-ups tothe finish - and I've been more than happy wittr the results," says Read. "Investing just a small amount of time can make all the difference in how your deck will look and perform."

Knowing the issues and discussing the correct information is paramount to setting realistic expectations with your customers. The WRCLA has developed an educational program for professionals to provide an in-depth, objective understanding of ill things Cedarl including the latest information about care & maintenance. Visit: realcedar.org or call | -866-7 7 8-9096.

TBUSI|ER Alan Oafss (aFd(@aot.com)

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ls your only strategy to hit target?

I don't know about you, but I often shudder when the year closes and the final numbers come out. Whether in management, sales or sales management, rvhatever number you hit yesterday is rightly never enough for the next year, but often expectations become unrealistic.

I remember one year leading the company to a 60Vc increase in sales, and earning a very large bonus. But then I could not get arvay with anything less in the next year-before evin starting to eam a bonus. I knerv that so many strange things had happened in that year, it would be impossible to maintain that growth the follorving year-and so it proved-ending up with 20+Vc grorvth, rvhich rvas seen as a failure by the company orvners. and, so no bonus. The industry, horvever. probably grew at less than 107c, rvith more competitors in the field.

The problem comes rvith managers trying to achieve ridiculous targets that they do not believe in. They are then forced to cut expenses, and management and staff alike are ordered to tum in ever-better quarterly and annual numbers, leading to further negative issues, including shaky business and personal ethics. It has become increasingly difficult to find meaningful budgets. true long-term plans and. in turn. committed employees.

It is my belief that rvhen positions are consolidated or eliminated. the short-term gain of less expenses is quickly gobbled up by lost revenue due to the loss of relationships that have often taken years to develop.

So management's entire strategy becomes to hit the numbersadmirable. but that's short-term thinking. Yes, you get arvay rvith it for a while, but lacking attention to real business strategies that more often or not need capital investment that is not forthcoming. does not bode well for the future health of the company. Which is no doubt. rvhy job hopping. especially in management, is worse than ever.

What ahvays arnives me is observing executives who have clearly fouled up their companies moving on to other highly paid jobs, doing exactly the same again with the netv company, before repeating it again rvith a third. Or, observing them walking arvay rvith a very large severance-a fine rervard for rvhat little they did and extrcmely upsetting to rhose left behind putting the fires out. Lack of morale leads to lack of focus, a miserable rvork environment, and diminishing teamwork as it becomes every man for himself.

Too many companies today are intimidating their employees by putting them on annual financial diets. The truth is the only real rvay to lose rveight is slorvly. There also comes a point rvhen enough is lost and you have to go into maintenance mode or put on a linle rveight by toning up, losing fat and gaining muscle. In my last three senior positions I never rvitnessed that stance. even rvhen the company or division had done rvell. So it comes dorvn to why bother? Or, if rve are successful, we rvill only pay for it next year. so let's not go overboard and beat our numbers by a large margin-safety first.

A good analogy I read recently said to lose rveight. you could amputate your arm and you rvould clearly lose rveight. but you rvould also find it difficult to do almost everything else. In business. that means if a market opportunity came along. you rvould not have the ability or strength to take advantage of that opportunity.

I talk to many senior managers. and I often hear the sighs of frustration and lack of motivation and conviction to do anything more than the norm. It seems to me that there is a shortage of leaders rvho are rvilling to take calculated risks. and rvho are content to do nothing more than put their companies in preservation mode. The corporate risk takers of yesteryear seem to be fast disappearing. Pity!