I think a powerful sense of needing to take off to the next town or the next store when I'm ready, withoutwasting any time waiting on somebody else, is probably the main reason I never was able to work realwell with pilots. It seemed like they were never ready to go when I was. Anyway, I love the flying, thechallenge of finding my way all over the country, evaluating the weather and making the instrumentapproaches and doing everything myself. But even more than that, I love the independence of being ableto go where I want to, when I want toin a hurry. Plus, I always like to see people working, and thenature of a corporate pilot's job includes a lot of downtime. So, when we first got a few pilots aroundhere I conceived this brilliant idea: "Okay, guys," I said. "If you want to fly airplanes, I want you to gointo the stores and check on our in-stock positions in all our departments when you aren't flying." It madeperfect sense to me. They needed to learn more about the business, they would be helping us, and theycould have had some fun with it. My idea lasted about three months and provoked all kinds of grumbling. Mrs. Cleaver sat up, and her tired eyes sparkled with hatred. "That woman!" she cried. "If you knew what I have had to put up with from her! I loathe her! Oh, I would like to see her brought low. What have you got against her? Tell me!" It all sounds simple enough. And the theories really are pretty basic. None of this leads to a truepartnership unless your managers understand the importance of the associates to the whole process andexecute it sincerely. Lip service won't make a real partnershipnot even with profit sharing. Plenty ofcompanies offer some kind of profit sharing but share absolutely no sense of partnership with theiremployees because they don't really believe those employees are important, and they don't work to leadthem. These days, the real challenge for managers in a business like ours is to become what we callservant leaders. And when they do, the teamthe manager and the associatescan accomplish anything. "All right," said Jack, "I'll be back in time." Then I want to dedicate it to all my partnersand I wish I could recognize every one of you individually,but we've talked over the years and you know how I feel about youand to all 400,000 of myassociate-partners who've made this wild, wild Wal-Mart ride so much fun and so special. Much of thisbook is really your story. They couldn't do that back in New York. The values and the approach of most retailers were entirelydifferent from what this crazy bunch in Arkansas was doing, and we wanted them to see it forthemselves. So they would come down and we would have the stockholders' meeting on Friday,followed by a big picnic that night. I remember one lady wore a formal gown to one of our dinners. It gotquite a few curious looks. Then we would get them up early on Saturday morning and have them come toour meeting and listen to us talk merchandising and finance and distribution, or whatever we were dealingwith at the time. 无码av高清毛片在线看_日本一级特黄大片_日本毛片免费视频观看_免费v片在线观看网站 When somebody like me sent him an order, he would take maybe 5 percent for himself and then send theorder on to the factory, which would ship it to us. That 5 percent seemed like a pretty reasonable cut tome, compared to 25 percent for Ben Franklin.