Can someone explain what high-level leaders at Nike actually do? From what I’ve seen, it feels like they’re just coasting. Their teams seem to handle all the real work while they just sit in meetings, pass on or summarize information, and delegate tasks. Honestly, it doesn’t seem that hard and looks quite stress free, even now after all the layoffs, so why do they get paid so much?
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Depends on the job function, but from where I sit I think there’s quite a bit of putting out fires because a lack of adherence to calendars/process. This creates work back calendars and shuffling of other projects to make deadlines happen (the end date does not change). Then more meetings are created just focused on the new work back calendar and related tasks. As far as individual contributors are concerned the way nike is staffed is tied to a calendar/process that is not followed. It’s been this way for a very long time, but is getting exponentially worse as the company grows and business not being great compounds it more.
Easy.
Never talk down, only up.
Go to the pub with the right people.
From Intern to Director in 5 years.
GG
Clear example of this in SRE
I’m seeing others rise so maybe you need to get out and meet more people? Not sure what area you’re in but where I see it is giving me hope.
The ones I’m seeing rise are all about selling themselves, making flashy decks, big promises, and keeping themselves in the spotlight. Meanwhile, they’re not delivering anything of real tangible value. They’re good at staying on their boss’s good side, but only put the bare minimum of effort into being liked by or developing their own team. Guess it works for them since it’s the boss and not the team who mostly determines their performance review.
@bbm+1vMKUel0 I have actually worked with a few who do this, yes. Plenty who dont and more emphasis should be put on ability to develop and grow a team but they do exist and they are some of the ones I’m seeing rise.
They buy an NFT company and then let it die a slow death because they don’t understand the technology nor its users.
Sure they’re busy responding to requests rolling downhill, but I’d kinda like the tin can on a string analogy (message/purpose gets lost). Should only be one manager of managers in a well setup organization, and, managers and directors should have work responsibilities too —- decision maker, lead designer, mentor, code reviews, documentation, approvals, … is a lot to do if part of the process, willing to grab a shovel and dig in, etc. making declarations from on high, waving the magic wand, or saying “make it so #1” may get stuff done e eventually, but creates a hierarchical culture that is negative in the long run (& we’re way past that ‘long run’). Be a doer, not king/queen, and ya’ build a more collaborative culture.
@bbm Have you worked with any Nike leader who does all you listed ?
I have not.
They are indeed busy -- Advocating for self vs team, taking credit , blaming team or rivals, ensuring chaos is in unlimited supply, fabricate narratives, engineer crisis, ensure compliance to their kingdom, build empires or mafia might be better suited for their operations . The list goes on.
@bbm+1vMKUel0 Do Nike leaders do this?
Contrary to popular belief, managing humans is a full Time job, and is managing managers. Resource planning, manage the company's image to the public, strategy around the design of your functional area and meeting our goals.
Goal setting, coaching and development, telling our story to the executive team and taking the unreasonable demands of the C-team and digesting them into reasonable action items. Also boosting team morale and being a sounding board.
TR - Worthless Supply Planning VP who is a big no show for her respective team. Has had one all-hands meeting in recent memory which was to celebrate her promotion. I could go on...
The main issue I am seeing right now is we simply have too many directors, it doesn’t make sense to have 1/3 of team fill with managers. It’s eye-opening to see one director reports to another director and then two senior directors above that.
And to be fair, I want to believe our leaders are doing something but they definitely need to take on more responsibilities so that they don’t have time on backstabbing people or leave at 3 while their team is buried by the workload…
Some are fantastic. Many are not. Stock price says it all. Fair to ask questions.
They actually do alot. You just don't see it. Stop assuming that they don't do much. Its sickening.
The fact a (presumably) Nike employee has to even ask this question is distressing, and a sign of how far the Nike LT has fallen. And compensation is SUPPOSED to be a reflection of a leader’s capability and accountability for driving growth, improving profitability, and creating a strong employee culture. Many Nike leaders have missed the mark. Waiting for more EH changes like many others in this board.
Yep.