I believe in always having goals, and always setting them high. I can certainly tell you that the folks atWal-Mart have always had goals in front of them. In fact, we have sometimes built real scoreboards onthe stage at Saturday morning meetings. But at the time, remember, our sales were about 5 percent of Kmart's. And we had recently sufferedthat exodus of executives following the Ron Mayer departure. So we were having a heck of a timeconvincing Wall Street to stick with us. A lot of people didn't think we could stand up toreal competition. HELEN WALTON: 鈥淟eave me.鈥? 日本一本大道高清视频 It's true that we have many fine associates from the country, but they have had to enter our culture andlearn retailing just like anybody else, and we have spent a good deal of time teaching many of them toovercome their natural shyness and learn to speak up and help our customers. So I think some folksoutside our company may be putting a little too much emphasis on the supposed low quality of workersin the city, and not enough emphasis on the failure of some managers to do their jobs in getting thoseworkers going in the right direction. Years ago, if we hadn't done so well, some of these folks might havesaid you could never build a retailing empire in small-town America because you wouldn't be able toattract a work force that was sophisticated enough. 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. Only after we closed the deal, of course, did I learn that the store was a real dog. It had sales of about$72,000 a year, but its rent was 5 percent of saleswhich I thought sounded finebut which, it turned out,was the highest rent anybody'd ever heard of in the variety store business. No one paid 5 percent of salesfor rent. And it had a strong competitora Sterling Store across the streetwhose excellent manager, JohnDunham, was doing more than $150,000 a year in sales, double mine.