Phil Knight Character Analysis

The world was so overrun with war and pain and misery, the daily grind was so exhausting and often unjust—maybe the only answer, I thought, was to find some prodigious, improbable dream that seemed worthy, that seemed fun, that seemed a good fit, and chase it with an athlete’s single-minded dedication and purpose. Like it or not, life is a game. Whoever denies that truth, whoever simply refuses to play, gets left on the sidelines, and I didn’t want that. More than anything, that was the thing I did not want.

So that morning in 1962 I told myself: Let everyone else call your idea crazy . . . just keep going. Don’t stop. Don’t even think about stopping until you get there, and don’t give much thought to where “there” is. Whatever comes, just don’t stop.

That’s the precocious, prescient, urgent advice I managed to give myself, out of the blue, and somehow managed to take. Half a century later, I believe it’s the best advice—maybe the only advice—any of us should ever give.

And its most sacred. Of course I wanted to taste other foods, hear other languages, dive into other cultures, but what I really craved was connection with a capital C. I wanted to experience what the Chinese call Tao, the Greeks call Logos, the Hindus call Jñāna, the Buddhists call Dharma. What the Christians call Spirit. Before setting out on my own personal life voyage, I thought, let me first understand the greater voyage of humankind. Let me explore the grandest temples and churches and shrines, the holiest rivers and mountaintops. Let me feel the presence of . . . God?

I looked at the faces around the table. Whenever I’d imagined this scene, I’d omitted one crucial element. I’d failed to foresee how present World War II would be in that room. The war was right there, beside us, between us, attaching a subtext to every word we spoke. Good evening, everyone—there’s good news tonight!

I went to Vienna, that momentous, coffee-scented crossroads, where Stalin and Trotsky and Tito and Hitler and Jung and Freud all lived, at the same historical moment, and all loitered in the same steamy cafés, plotting how to save (or end) the world. I walked the cobblestones Mozart walked, crossed his graceful Danube on the most beautiful stone bridge I ever saw, stopped before the towering spires of St. Stephen’s Church, where Beethoven discovered he was deaf. He looked up, saw birds fluttering from the bell tower, and to his horror . . . he did not hear the bells.

I don’t know how long I stood there, absorbing the energy and power of that epochal place. An hour? Three? I don’t know how long after that day I discovered the Aristophanes play, set in the Temple of Nike, in which the warrior gives the king a gift—a pair of new shoes. I don’t know when I figured out that the play was called Knights. I do know that as I turned to leave I noticed the temple’s marble façade. Greek artisans had decorated it with several haunting carvings, including the most famous, in which the goddess inexplicably leans down . . . to adjust the strap of her shoe.

Equity. How I was beginning to loathe this word. My banker used it over and over, until it became a tune I couldn’t get out of my head. Equity—I heard it while brushing my teeth in the morning. Equity—I heard it while punching my pillow at night. Equity—I reached the point where I refused to even say it aloud, because it wasn’t a real word, it was bureaucratic jargon, a euphemism for cold hard cash, of which I had none. Purposely. Any dollar that wasn’t nailed down I was plowing directly back into the business. Was that so rash?

Was I adopting their man-of-few-words demeanor? Was I maybe modeling all the men I admired? At the time I was reading everything I could get my hands on about generals, samurai, shoguns, along with biographies of my three main heroes—Churchill, Kennedy, and Tolstoy. I had no love of violence, but I was fascinated by leadership, or lack thereof, under extreme conditions.

If Blue Ribbon went bust, I’d have no money, and I’d be crushed. But I’d also have some valuable wisdom, which I could apply to the next business. Wisdom seemed an intangible asset, but an asset all the same, one that justified the risk. Starting my own business was the only thing that made life’s other risks—marriage, Vegas, alligator wrestling—seem like sure things. But my hope was that when I failed, if I failed, I’d fail quickly, so I’d have enough time, enough years, to implement all the hard-won lessons. I wasn’t much for setting goals, but this goal kept flashing through my mind every day, until it became my internal chant: Fail fast.

I was developing an unhealthy contempt for Adidas. Or maybe it was healthy. That one German company had dominated the shoe market for a couple of decades, and they possessed all the arrogance of unchallenged dominance. Of course it’s possible that they weren’t arrogant at all, that to motivate myself I needed to see them as a monster. In any event, I despised them. I was tired of looking up every day and seeing them far, far ahead. I couldn’t bear the thought that it was my fate to do so forever.

I wanted to dedicate every minute of every day to Blue Ribbon. I’d never been a multitasker, and I didn’t see any reason to start now. I wanted to be present, always. I wanted to focus constantly on the one task that really mattered. If my life was to be all work and no play, I wanted my work to be play. I wanted to quit Price Waterhouse. Not that I hated it; it just wasn’t me.

Days went swooshing by. I was trying to build a company and a marriage. Penny and I were learning to live together, learning to meld our personalities and idiosyncrasies, though we agreed that she was the one with all the personality and I was the idiosyncratic one. Therefore it was she who had more to learn.

For instance, she was learning that I spent a fair portion of each day lost in my own thoughts, tumbling down mental wormholes, trying to solve some problem or construct some plan. I often didn’t hear what she said, and if I did hear I didn’t remember it minutes later.

She handed me my son. I cradled him in my arms. He was so alive, but so delicate, so helpless. The feeling was wondrous, different from all other feelings, though familiar, too. Please don’t let me drop him.

At Blue Ribbon I spent so much time talking about quality control, about craftsmanship, about delivery—but this, I realized, this was the real thing. “We made this,” I said to Penny. We. Made. This.

Waiting for Kitami to return, I had the strangest thought. I recalled all the times I’d volunteered with the Boy Scouts, all the times I’d sat on Eagle Scout review boards, handing out merit badges for honor and integrity. Two or three weekends a year I’d question pink-cheeked boys about their probity, their honesty, and now I was stealing documents from another man’s briefcase? I was headed down a dark path. No telling where it might lead. Wherever, there was no getting around one immediate consequence of my actions. I’d have to recuse myself from the next review board.

Three weeks passed. The company, my company, born from nothing, and now finishing 1971 with sales of $1.3 million, was on life support.

I felt like a married man caught in a tawdry love triangle. I was assuring my lover, Nissho, that it was only a matter of time before I divorced my spouse, Onitsuka. Meanwhile, I was encouraging Onitsuka to think of me as a loving and devoted husband. “I do not like this way of doing business,” I wrote Sumeragi, “but I feel it was thrust upon us by a company with the worst possible intentions.” We’ll be together soon, darling. Just have patience.

He walked over and button-holed one of his biggest accounts and demanded to know what was going on. “Whaddya mean?” the man said. “I mean,” Johnson said, “we show up with this new Nike, and it’s totally untested, and frankly it’s not even all that good—and you guys are buying it. What gives?”

The man laughed. “We’ve been doing business with you Blue Ribbon guys for years,” he said, “and we know that you guys tell the truth. Everyone else bullshits, you guys always shoot straight. So if you say this new shoe, this Nike, is worth a shot, we believe.”

When I wasn’t with Cousin Houser, studying the case, I was being studied. In other words, deposed. For all my belief that business was war without bullets, I’d never felt the full fury of conference-room combat until I found myself at a table surrounded by five lawyers. They tried everything to get me to say I’d violated my contract with Onitsuka. They tried trick questions, hostile questions, squirrelly questions, loaded questions. When questions didn’t work, they twisted my answers. A deposition is strenuous for anyone, but for a shy person it’s an ordeal. Badgered, baited, harassed, mocked, I was a shell of myself by the end.

Fear of failure, I thought, will never be our downfall as a company. Not that any of us thought we wouldn’t fail; in fact we had every expectation that we would. But when we did fail, we had faith that we’d do it fast, learn from it, and be better for it.

Later I heard that something was happening at the spot where Pre died. It was becoming a shrine. People were visiting it every day, leaving flowers, letters, notes, gifts—Nikes. Someone should collect it all, I thought, keep it in a safe place. I recalled the many holy sites I’d visited in 1962. Someone needed to curate Pre’s rock, and I decided that someone needed to be us. We didn’t have money for anything like that. But I talked it over with Johnson and Woodell and we agreed that, as long as we were in business, we’d find money for things like that.

On one level, of course, the idea made perfect sense. Going public would generate a ton of money in a flash. But it would also be highly perilous, because going public often meant losing control. It could mean working for someone else, suddenly being answerable to stockholders, hundreds or maybe thousands of strangers, many of whom would be large investment firms.

Going public could turn us overnight into the thing we loathed, the thing we’d spent our lives running from.

Humans have been wearing shoes since the Ice Age, I said, and the underlying design hasn’t changed all that much in forty thousand years. There hadn’t really been a breakthrough since the late 1800s, when cobblers started lasting left and right shoes differently, and rubber companies started making soles. It didn’t seem all too likely that, at this late date in history, something so new, so revolutionary, was going to be dreamed up. “Air shoes” sounded to me like jet packs and moving sidewalks. Comic book stuff.

Aside from our war with the government, we were in great shape.

Which seemed like saying: Aside from being on death row, life was grand.

I fell asleep for a few hours. When I woke it was cold and rainy. I went to the window. The trees were dripping water. Everything was mist and fog. The world was the same as it had been the day before, as it had always been. Nothing had changed, least of all me. And yet I was worth $178 million.

I showered, ate breakfast, drove to work. I was at my desk before anyone else.

It would be nice to help them avoid the typical discouragements. I’d tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I’d tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don’t know what that means, seek it. If you’re following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you’ve ever felt.

The world was so overrun with war and pain and misery, the daily grind was so exhausting and often unjust—maybe the only answer, I thought, was to find some prodigious, improbable dream that seemed worthy, that seemed fun, that seemed a good fit, and chase it with an athlete’s single-minded dedication and purpose. Like it or not, life is a game. Whoever denies that truth, whoever simply refuses to play, gets left on the sidelines, and I didn’t want that. More than anything, that was the thing I did not want.

So that morning in 1962 I told myself: Let everyone else call your idea crazy . . . just keep going. Don’t stop. Don’t even think about stopping until you get there, and don’t give much thought to where “there” is. Whatever comes, just don’t stop.

That’s the precocious, prescient, urgent advice I managed to give myself, out of the blue, and somehow managed to take. Half a century later, I believe it’s the best advice—maybe the only advice—any of us should ever give.

And its most sacred. Of course I wanted to taste other foods, hear other languages, dive into other cultures, but what I really craved was connection with a capital C. I wanted to experience what the Chinese call Tao, the Greeks call Logos, the Hindus call Jñāna, the Buddhists call Dharma. What the Christians call Spirit. Before setting out on my own personal life voyage, I thought, let me first understand the greater voyage of humankind. Let me explore the grandest temples and churches and shrines, the holiest rivers and mountaintops. Let me feel the presence of . . . God?

I looked at the faces around the table. Whenever I’d imagined this scene, I’d omitted one crucial element. I’d failed to foresee how present World War II would be in that room. The war was right there, beside us, between us, attaching a subtext to every word we spoke. Good evening, everyone—there’s good news tonight!

I went to Vienna, that momentous, coffee-scented crossroads, where Stalin and Trotsky and Tito and Hitler and Jung and Freud all lived, at the same historical moment, and all loitered in the same steamy cafés, plotting how to save (or end) the world. I walked the cobblestones Mozart walked, crossed his graceful Danube on the most beautiful stone bridge I ever saw, stopped before the towering spires of St. Stephen’s Church, where Beethoven discovered he was deaf. He looked up, saw birds fluttering from the bell tower, and to his horror . . . he did not hear the bells.

I don’t know how long I stood there, absorbing the energy and power of that epochal place. An hour? Three? I don’t know how long after that day I discovered the Aristophanes play, set in the Temple of Nike, in which the warrior gives the king a gift—a pair of new shoes. I don’t know when I figured out that the play was called Knights. I do know that as I turned to leave I noticed the temple’s marble façade. Greek artisans had decorated it with several haunting carvings, including the most famous, in which the goddess inexplicably leans down . . . to adjust the strap of her shoe.

Equity. How I was beginning to loathe this word. My banker used it over and over, until it became a tune I couldn’t get out of my head. Equity—I heard it while brushing my teeth in the morning. Equity—I heard it while punching my pillow at night. Equity—I reached the point where I refused to even say it aloud, because it wasn’t a real word, it was bureaucratic jargon, a euphemism for cold hard cash, of which I had none. Purposely. Any dollar that wasn’t nailed down I was plowing directly back into the business. Was that so rash?

Was I adopting their man-of-few-words demeanor? Was I maybe modeling all the men I admired? At the time I was reading everything I could get my hands on about generals, samurai, shoguns, along with biographies of my three main heroes—Churchill, Kennedy, and Tolstoy. I had no love of violence, but I was fascinated by leadership, or lack thereof, under extreme conditions.

If Blue Ribbon went bust, I’d have no money, and I’d be crushed. But I’d also have some valuable wisdom, which I could apply to the next business. Wisdom seemed an intangible asset, but an asset all the same, one that justified the risk. Starting my own business was the only thing that made life’s other risks—marriage, Vegas, alligator wrestling—seem like sure things. But my hope was that when I failed, if I failed, I’d fail quickly, so I’d have enough time, enough years, to implement all the hard-won lessons. I wasn’t much for setting goals, but this goal kept flashing through my mind every day, until it became my internal chant: Fail fast.

I was developing an unhealthy contempt for Adidas. Or maybe it was healthy. That one German company had dominated the shoe market for a couple of decades, and they possessed all the arrogance of unchallenged dominance. Of course it’s possible that they weren’t arrogant at all, that to motivate myself I needed to see them as a monster. In any event, I despised them. I was tired of looking up every day and seeing them far, far ahead. I couldn’t bear the thought that it was my fate to do so forever.

I wanted to dedicate every minute of every day to Blue Ribbon. I’d never been a multitasker, and I didn’t see any reason to start now. I wanted to be present, always. I wanted to focus constantly on the one task that really mattered. If my life was to be all work and no play, I wanted my work to be play. I wanted to quit Price Waterhouse. Not that I hated it; it just wasn’t me.

Days went swooshing by. I was trying to build a company and a marriage. Penny and I were learning to live together, learning to meld our personalities and idiosyncrasies, though we agreed that she was the one with all the personality and I was the idiosyncratic one. Therefore it was she who had more to learn.

For instance, she was learning that I spent a fair portion of each day lost in my own thoughts, tumbling down mental wormholes, trying to solve some problem or construct some plan. I often didn’t hear what she said, and if I did hear I didn’t remember it minutes later.

She handed me my son. I cradled him in my arms. He was so alive, but so delicate, so helpless. The feeling was wondrous, different from all other feelings, though familiar, too. Please don’t let me drop him.

At Blue Ribbon I spent so much time talking about quality control, about craftsmanship, about delivery—but this, I realized, this was the real thing. “We made this,” I said to Penny. We. Made. This.

Waiting for Kitami to return, I had the strangest thought. I recalled all the times I’d volunteered with the Boy Scouts, all the times I’d sat on Eagle Scout review boards, handing out merit badges for honor and integrity. Two or three weekends a year I’d question pink-cheeked boys about their probity, their honesty, and now I was stealing documents from another man’s briefcase? I was headed down a dark path. No telling where it might lead. Wherever, there was no getting around one immediate consequence of my actions. I’d have to recuse myself from the next review board.

Three weeks passed. The company, my company, born from nothing, and now finishing 1971 with sales of $1.3 million, was on life support.

I felt like a married man caught in a tawdry love triangle. I was assuring my lover, Nissho, that it was only a matter of time before I divorced my spouse, Onitsuka. Meanwhile, I was encouraging Onitsuka to think of me as a loving and devoted husband. “I do not like this way of doing business,” I wrote Sumeragi, “but I feel it was thrust upon us by a company with the worst possible intentions.” We’ll be together soon, darling. Just have patience.

He walked over and button-holed one of his biggest accounts and demanded to know what was going on. “Whaddya mean?” the man said. “I mean,” Johnson said, “we show up with this new Nike, and it’s totally untested, and frankly it’s not even all that good—and you guys are buying it. What gives?”

The man laughed. “We’ve been doing business with you Blue Ribbon guys for years,” he said, “and we know that you guys tell the truth. Everyone else bullshits, you guys always shoot straight. So if you say this new shoe, this Nike, is worth a shot, we believe.”

When I wasn’t with Cousin Houser, studying the case, I was being studied. In other words, deposed. For all my belief that business was war without bullets, I’d never felt the full fury of conference-room combat until I found myself at a table surrounded by five lawyers. They tried everything to get me to say I’d violated my contract with Onitsuka. They tried trick questions, hostile questions, squirrelly questions, loaded questions. When questions didn’t work, they twisted my answers. A deposition is strenuous for anyone, but for a shy person it’s an ordeal. Badgered, baited, harassed, mocked, I was a shell of myself by the end.

Fear of failure, I thought, will never be our downfall as a company. Not that any of us thought we wouldn’t fail; in fact we had every expectation that we would. But when we did fail, we had faith that we’d do it fast, learn from it, and be better for it.

Later I heard that something was happening at the spot where Pre died. It was becoming a shrine. People were visiting it every day, leaving flowers, letters, notes, gifts—Nikes. Someone should collect it all, I thought, keep it in a safe place. I recalled the many holy sites I’d visited in 1962. Someone needed to curate Pre’s rock, and I decided that someone needed to be us. We didn’t have money for anything like that. But I talked it over with Johnson and Woodell and we agreed that, as long as we were in business, we’d find money for things like that.

On one level, of course, the idea made perfect sense. Going public would generate a ton of money in a flash. But it would also be highly perilous, because going public often meant losing control. It could mean working for someone else, suddenly being answerable to stockholders, hundreds or maybe thousands of strangers, many of whom would be large investment firms.

Going public could turn us overnight into the thing we loathed, the thing we’d spent our lives running from.

Humans have been wearing shoes since the Ice Age, I said, and the underlying design hasn’t changed all that much in forty thousand years. There hadn’t really been a breakthrough since the late 1800s, when cobblers started lasting left and right shoes differently, and rubber companies started making soles. It didn’t seem all too likely that, at this late date in history, something so new, so revolutionary, was going to be dreamed up. “Air shoes” sounded to me like jet packs and moving sidewalks. Comic book stuff.

Aside from our war with the government, we were in great shape.

Which seemed like saying: Aside from being on death row, life was grand.

I fell asleep for a few hours. When I woke it was cold and rainy. I went to the window. The trees were dripping water. Everything was mist and fog. The world was the same as it had been the day before, as it had always been. Nothing had changed, least of all me. And yet I was worth $178 million.

I showered, ate breakfast, drove to work. I was at my desk before anyone else.

It would be nice to help them avoid the typical discouragements. I’d tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I’d tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don’t know what that means, seek it. If you’re following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you’ve ever felt.