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WOODY- ttGive tem a! much ar ttey want when they want itPt That'r Woody. Try and eee.

And right on time Woody'e f,eet of trucb &ove rqr to the point of dclivery witf, the catire ordcr. Wood/r rapid tranrit eervice did the trick, eoupled, of connc, with the vart warehorne rtoring facilitier which eoable Woody to alwayr keep on band not lers than 1,0OO,O0O feet of hardwood fooring in ell gnder of oak, maple, beech and birch for any ure.

Three Men-A Classification

In the service of all lumber companies there arc no two men alike. Each man has a way of his own.

All the same it is easy to classify the men, and an exPcrt in reading character could go through the various yards and offices, watch the men at work, and tell you fairly accurately what measure of business success will come to each. He could say, "There's a man who is cut out for big things. He is going to grow up as quickly as this progressive company. When an important place is ready for him, he will be ready for it-and he will get it."

Of another he could say, "There's a reliable man without initiative. Ten years from now will 6nd him exictly where he is today-too good to be fired, too poor to be promoted."

Of still another he could say, "Therds a man who is neither going to do himself any good nor the compan-y hc works fdr. -He is one of the gru-dging kind who thinks it the duty of others to make his career."

You may think it is impossible to make such forecasts with any degree of accurac,r'. Well, here is a way in which you can prove it to be true.

Imagine yourself the head of your particular departmerlt. If thai does not satisfy your fancy, imagine yourself the head of the whole concern, with your position depending as it would, on the success you made of it. Who are the men you would pick out for the responsible duties? You would pick Jim for this and Jack for that. You would leave Bill exactly where he is, and you rvould give Joe an "Irish raise."

Why would you do this? Because of the impression those men have made upon you, by the way they do their work

Every man is unconsciously radiating influence every moment of the day, and influence is either irr his favor or it is not.

Men in the employ of all big lumber companies are classified into three kinds: lst-The Man who is a HELP.

2nd-The Man who is a HABIT.

3rd-The Man who is a HINDRANCE.

First-The Man who is a Help. He is one who takes a keen interest in the whole concern. He is glad when the company has plenty of business. He is proud when he hears his company praised. He really thinks he is one of the firm. Every now and then he suggests some improvement. He often does more than he is expected to do. He tries to help. When he is given a job to do, he does not enlarge on the difficulty or "impossibilities" of it He just sets to work and does it. He is the kind who is qudifying for responsibilities.

Second-The Man who is a Habic He is a good worker. He takes an interest more or less in his work, but seldom concerns himself in the least about the company generally. He has learned to do one thing and he does it well. His rvork is all a matter of habit. He hates to be shifted from one job to another. He is industrious, but not adaptable. He is a good, useful man, but he prevents himself from being promoted by the fact that he has nailed himself to a routine and sees in anything outside that routine only a nuisance and not an opportunity.

Third-The }{an who is a Hindrance. He is the one who dislikes his position. He does not want to work. He almost feels he has a grievance against the company for giving him a chance to earn money. He never has a good word for his superior or for the company. The lumber he is handling is "bum junk." He is strong on objecting, great-on refusing. He is against every new change and improvement. He starts suspicion. He hinders. He is a man who can never be promoted and has sometimes to be discharged.

WE WANT DEALERS IN EVERY " TOWN IN CALIFORNIA AND ARIZONA