Our 640 Wal-Marts were earning almost $200 million a year on sales of more than $4.5 billion, we werestill growing like wildfire, and we were underway with Sam's. But I felt like we had to make a change. SoI called in Jack Shewmaker, by now our president and chief operating officer, and asked him if he wouldmind swapping jobs with David Glass, our chief financial officer. Not your everyday request from thechairman in most companies, I guess. I valued the talents of both of these guys enormously, but I had myown reasons for wanting to see how the switch might work out. Jack is so smart and aggressive and sureof himself that sometimes he could be a little rough on folks, and I wanted to see how somebody withDavid's smoother manner would handle the job. John HueyAtlanta, Georgia May 1992 丁香五月啪啪,激情综合,五月开心婷婷综合,啪啪网站免费线看 We want our associates to know and feel how much we, as managers and major shareholders,appreciate everything they are doing to make Wal-Mart the great company that it is. The Sam's launch reflects another part of my management style that applies not only to the competition,but to our own people as well. I like to keep everybody guessing. I don't want our competitors gettingtoo comfortable with feeling like they can predict what we're going to do. And I don't want our ownexecutives feeling that way either. It's part of my strong feeling for the necessity of constant change, forkeeping people a little off balance.