A Conversation with James C. Worthy Effective Management Leadership in Perspective

Abstract

Shortly before the untimely death of James C. (Jim) Worthy, I had the distinct pleasure of interviewing him regarding effective management leadership and I am sure the reader will gain as much knowledge, and enjoy doing so, as I did during the interview. The academic and business world is richer because of his work and has lost a giant in the field. Jim had a rich and full professional career, starting with work in the National Recovery Administration in 1933; working with Sears; a Consulting firm; and sharing his expertise with students in the classroom. Author: Jim, would you please tell me what attracted you to Seam, Roebuck back in the 1930'? You had worked, for a short period of time, with Schuster's, a Milwaukee, Wisconsin, department store. Was it that experience that whetted your appetite for a position with a large retail corporation? Worthy: Well, I was attracted to Sears because it was a rapidly-growing firm that offered excellent prospects for advancement. It also enjoyed a very good reputation as a good employer. Originally only a mail order company, but under the leadership of General Robert E. Wood Sears had branched into the retail business some ten or twelve years before I started working there. Another reason for my interest in Sears was the potential to exercise my newly developed interest in management-employee relations. I knew I wanted to pursue a career in that line of work. Sears seemed to be an ideal place to start that career. Basically, I had worked in Washington, with the National Recovery Administration, prior to entering private industry. That experience played an important role in my desire to work with a personnel department in the private sector. Author: So, it was your fascination with retail store organization and management and the relationship between management and people that was the impetus that drew you to Sears. Was Sears the only large retail entity that would fit your needs? Worthy: No, but I knew there were only three firms that I could learn from: Sears, Ward's, or Penney's. However, one of my past relationships led to my working for Sears. I had kept close contact with my academic mentor, Earl Dean Howard, and was always asking his council. Indeed, it was he who arranged for me to talk with one of his friends, Boris Emmet, retail merchandising manager of Sears. Emmet then set up an interview with Clarence Caldwell, Sears corporate retail personnel director. At that time, it was difficult to obtain a job at Sears or any other retail firm due to the 1937-38 recession, but I was persistent and finally Caldwell hired me. At half the salary I was earning at Schuster's. But, I was determined to work for Sears regardless of the starting salary. It was a large company and I felt it was here that I could grow and learn. Author: While there was little written information available on Leadership at the time, did the leadership at Sears play an important role in your decision to go with Sears? Worthy: Oh, yes. General Robert E. Wood, whom I had heard of while in Washington, had lead Sears out of the Great Depression. He also was one of a few businessmen who saw the need for a working relationship between business and government. He was the epitome of my definition of leader. And his leadership is evident even today when you look at Sears' position in the industry today. He indeed was one of a handful of business leaders that embraced Franklin Roosevelt and much of the New Deal. That plus Sears' progressive personnel policies that made me think that Sears was the place I wanted to be. A decision I have never regretted I must add. Author: What was Sears like in 1938, in terms of size, organization, and operations? Worthy: The company employed about 60,000 people; had ten mail order plants; twelve or so factories; and nearly 500 retail stores, scattered all over the U.S. By the time I joined the company, basic merchandising and operating policies were more or less stable. …