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色欲综合视频天天天

时间: 2019年12月13日 02:49

By now, though, with all the places I had to visit, I was driving too much to have time for anything else. � But here's the best part. When they put in their controls to try and stop the stealing, they startedchecking every empty box that left the back door. Well, one day they found a big boxa baby buggyboxthat had $400 worth of tapes in it, and they caught the guy at the door with it. So they had a meetingthe next morning, and the manager talked about the woman who discovered the box and caught the thief,and she was a hero. Everybody gave her a big round of applause. The culture was turning around there,in a short period of time. I learned this early on in the variety store business: you've got to give folksresponsibility, you've got to trust them, and then you've got to check on them. 鈥淭he Tarahumara aren鈥檛 great runners,鈥?Eric messaged me as we began my second month of thoseworkouts. 鈥淭hey鈥檙e great athletes, and those two things are very different.鈥?Runners are assembly-line workers; they become good at one thing鈥攎oving straight ahead at a steady speed鈥攁ndrepeat that motion until overuse fritzes out the machinery. Athletes are Tarzans. Tarzan swims andwrestles and jumps and swings on vines. He鈥檚 strong and explosive. You never know what Tarzanwill do next, which is why he never gets hurt. But I want to tell you about a visit I made to a store near Dallas a couple of years ago: store number 880in Irving, Texas. The store has a very young and very ethnic work force and customer base. And ourmanager there was doing a terrible job with his people. I think maybe he just said to himself, "Well,they're young and they're poor whites and blacks and Mexicans, and they're just going to steal, and Ican't do anything about it." So he was not, very definitely not, being a servant leader. � 色欲综合视频天天天 "As I recall, my blueprint for the warehouse called for 100,000 square feet, which to me was veryminimal. Then Sam decided to get an architect involved. When I got to look at the drawing, I thought,'Well, this can't be right. It's only 60,000 square feet.' So I went to tell Sam about it, and he said, 'Well, Icalled the architect and told him to cut it back. I just don't think we need that 100,000 square feet, Bob.' � � We fought those situations using pretty traditional methods. We hired a good labor lawyer, John Tate,who has won a lot of organizing battles over the years, and who has since joined our company. Hisadvice helped me become even more determined to change the relationship between management andthe associates at Wal-Mart: take care of your people, treat them well, involve them, and you won't spendall your time and money hiring labor lawyers to fight the unions. Right after those confrontations, Johnhelped us conduct a management seminar down at Tan-Tar-A resort in Missouri, and soon thereafter welaunched a program called "We Care" designed to let the associates know that when they had problems,we wanted them to come to management and give us a chance to solve them. Our message became"Sure, we are a nonunion company, but we think we are stronger because of it. And because you are ourpartner, we have an open door, and we listen to you, and together we can work out our problems." Theunion, of course, would argue more along the line of "Hey, we can get you a $3.00-an-hour raise. Whydon't you strike"There's been all sorts of debate over why we chose to call our employees "associates," and everybodyand his brother takes credit for it. I don't know. Maybe they're right. But the way I remember it is prettysimple. First of all, in my day, James Cash Penney had called his hourly employees "associates," and Iguess I always had that idea in the back of my head. But the idea to try it at Wal-Mart actually occurredto me on a trip to England. SOUTHPOINT :