explsure of your clmpany and p r o ducts thr oughout the distribution ch annel,

Select the best advertising vehicle for your conpany to target-market a particular region or market segment-or choose nultiple publications to reach the entire industry, natianwide,

The Merchant Magazine,

8S-year-old trade magazine reaches LBM dealers and wholesalers West of the Rockies. Ihe Merchanft Magazine is primarily a paid publication, ensuring high readership.

Buitding Products Digest.

25-year-old sister magazine reaches LBM dealers and wholesalers East of the Rockies. EPOs controlled circulation guarantees it reaches every dealer and wholesaler in the South, Midwest and Northeast.

Trader's Preview: NAWLA Traders Market

Each year, a special supplement targets LBM buyers in conjunction with each fall's NAWLA Traders Market. The supplement is inserted into the October issues of both BPD and The Merchant, providing circulation of over 21,000. Discounted advertising rates include an expanded company and booth listing.

Deluxe lndustry Calendar of Events.

The Deluxe Industry Calendar of Events is packed with hundreds of industry events, encouraging buyers to retain and constantly reler to it throughout the year, Consequently, each month's sponsor receives a full month of exposure. The full-color, 12month wall-hanging calendar is inserted into the December issues of both BPD andThe Merchant , providing a circulation of 21,000+.

For rates and more intormation, contact Alan Oakes or Chuck Casey at (949) 852-1990 ajoakes @ aol.com, ccasey @ building-products.com pcr'\on for'-thc .job ihoulcl ulu'uvs bc r orrr pr-inlrrv crrte r-ia. bLrt in thc sltcciul e rrsc o1' lr nrelgcr ()r' rcorg. ti I)cr'ecption tlrut both sicles get rcllrcsenlltiort is inrportirnt to cclnsidcr. to().

Lcading through organrzational change

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,\: lr lcucler'. rathcf thillt urguirrg this 1-roi111 .1',,,' urc rr.ruch bcttcl otJ lrcccl)tin-u it. unrl thcn clcr clopinS stfiltesic\ irn\l l.lr'l ir'\ lo rl'l's1'1 iln\ Il( titl i \ e l)r't: cclltions. FoI erunr;rlc. trs rnuclt ls pos:ibJc. blllrncc the ncrr tctrnt u ith creeutivcs 1'r'orn botlr Icglrcv conrltit Iriesttlir isionsiete . Ccrtainlr thc bcst lt's casv to stick u ith tlte ;tcoplc ),rll ktlrrrr,. l,ttl llt, hr'.t t'\stuli\t'r nltkc u 1-roint of Sctting to knrtrv tlrc tulcnls anrl pclsonulitics ol'thosc cont ing itt ll'orrr thc ncu clrganizirtion. You ncrcI kno$'$hc|e hiclden talcnt rrlrl lic.lncl it's ul) to rou to fintl it.

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Don't relr on rLlnror. inrl iviclLral r-cltr.rtltions. or evcn H.R. r\s rnrrch lrs possible, spend time face to face inside and outside the office with potentially key people. Find out what makes them tick-their values, their work ethic, how they think and make decisions. Make your assessments based on direct experience as much as possible.

3 . Post-merger especially, pay attention to the psychological, not just the logical, aspects of change.

Pre-merger activity is filled with logical analysis. Everything from geographies, facilities, technical expertise, market share, and supply chain logistics are gone over with a finetooth comb, as indeed they should. Often, the "soft" side of the deal (i.e., culture and people) gets short shrift. After all, it's hard to get stuff like that on a spreadsheet. Yet all of your finely honed analysis will come to naught if you don't get people to act in accordance with your logical assumptions once the deal goes through. Ignore the soft side of the deal and you run the risk of watching your logical plans sink into a psychological swamp, swallowed up by employee fear and resistance.

To avoid this outcome, actively involve people in making the change happen as much as possible. Get them so busy in meaningful activity around executing the change they don't have time to worry or complain about it. Getting them involved on teams and focus groups will not only help you make better decisions (after all, they know their day-to-day business better than you do), but employee buy-in and commitment to decisions will increase.

4 n, honest: Share whut's in it for them, both the good and the bad.

Leaders assume people will naturally see the inherent benefits of change. or they emphasize aspects employees care little about. For example, to tout the benefits of the change to stockholders is all well and good, but will do little to calm the fears of employees who may feel threatened by what the change portends for their personal welfare.

Make sure you can clearly articulate how benefits will accrue to employees who embrace the change. At the same time. be honest about the potential downside: if the change will result in some pain and sacrifice (loss ofjobs. positions. a change in geography) be up front about that, too. Early on in any change process the same question is paramount on people's minds: "What is this change all about and how will it impact me?" Until you adequately answer those questions, anything else you share will be tuned out or, worse, misinterpreted as fulfilling workers' worst fears.

5. Passion plus patience equals long-term success.

It's normal for senior executives in the power seats, those actively involved in making decisions up and down the line. to feel more passionate about change. After all, they have been actively involved from the get go, can see the benefits and how it can work long-term, and feel personally invested. For many of the rest, they can feel as if they are just along for the ride. sometimes on a journey they did not ask for, nor necessarily agree with. They may have heard the rumors, but have felt powerless up till now to do anything about it.

Let patience be your guide. If you follow the steps outlined above, most will get on board.

- Dr. Garlt Bradt is a popuktr speaker and author ry'The Ring in the Rubble: Dig through Change & Find Your Next Golden Opportunity . Reach him via www.parybradt.com.

Metal-Free Preservative

(Continued from page 16) ence in the wood treatment market was intended to create wood preservation technology that would respond to the demands placed on the industry by environmental regulation and consumers who are seeking durability, attractiveness and lower maintenance in outdoor structures made of wood.

The cooperative development of products like Ecolife through the partnership of Viance LLC is based on extensive field testing conducted by Rohm and Haas and CSI.

Ecolife-treated wood, for example, has been subjected to rigorous field testing in tropical conditions in Hilo, Hi., and in other locations in North America and Australia. According to Dr. Kevin Archer, product development manager for Viance, the tests show that EcoVance combined with the Ecolife stabilizer system provides broad-spectrum protection that significantly extends the service life of wood.

"After extensive field testing at multiple test sites throughout the world." Archer said. "the Ecolife Preservative system has demonstrated outstanding long-term performance against decay and termites.

"Additionally, the benefit of the wood-stabilizing polymer in Ecolife was reduced warping, cracking and splitting caused by weathering. This enables the homeowner to avoid the premature replacement of unsightly wood decking. Ecolife-treated wood provides the beauty of natural wood and enhanced durability that homeowners have come to expect."

SPI Parts With Timberland

Sierra Pacific Industries, Redding, Ca., has agreed to sell roughly 56,300 acres of timberland in southwestern Washington to real-estate investment trust Rayonier, Jacksonville, Fl. Expected to close in the second quarter, the $215-million acquisition increases Rayonier's holdings in the state to 426000 acres.

B1,lD distributes quality APA certified products

o Jager and QBI l-Joist (PRI) o Rim (wL & OSB) o Glulams-Port Odord Cedar & Doug Fir o West Fraser LVL o GL3OOO by Calveft

. Hoover Fire Treated Lumber & Plywood o FSC Ceftified