“More than anything else, we had manpower problems—finding good people and getting them trained in a hurry. Because we always ran a real tight organization, we had no excess people in the stores so they had to get real good real fast. Back when I had been at Hested’s, and at Newberry’s, too, a guy had to have ten years’ experience before we’d even consider him to be what we called a manager-in-training.
