I don't know how the folks around our executive offices see me, and I know they get frustrated with theway I make everybody go back and forth on so many issues that come up. But I see myself as being alittle more inclined than most of them are to take chances. On something like the Kuhn's decision, I try toplay a "what-if" game with the numbersbut it's generally my gut that makes the final decision. If it feelsright, I tend to go for it, and if it doesn't, I back off. 双双色球开奖结果双今天 HELEN WALTON: As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals thatsome retail analyst or financial institution in New York sets for us on a ten-year plan spit out of acomputer that somebody set to compound at such-and-such a rate. If we do that, we take our eye offthe ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, thatwe're doing our job in a sound way, we will get the growth we are entitled to, and the market will respectus in a way that we deserve. Our associates and our customersmany of whom are now stockholderstoowill all be better served if we perform consistently over the next ten years, whether it is at a 15percent rate or a 20 percent rate or a 25 percent rate. I wish I could recount a valiant military careerlike my brother Bud, who was a Navy bomber pilot on acarrier in the Pacificbut my service stint was really fairly ordinary time spent as a lieutenant and then as acaptain doing things like supervising security at aircraft plants and POW camps in California and aroundthe country. So first, I want to dedicate this book to Helen Robson Walton and the four fine kids she raisedwithsome help along the way from the old manour sons Rob, John, and Jim, and our daughter Alice.