Leadership is an important quality for businessowners to possess, especially if they are running a business as large as Nike. But leadership something that does not come easy to Phil Knight in Shoe Dog, and he often wonders whether he is an effective leader, especially early in his company’s existence. When Knight starts Blue Ribbon, he employs Jeff Johnson, a man more dedicated to Knight than Knight is to him. Johnson constantly updates Knight about everything he is doing and desperately seeks Knight’s approval. However, Knight refuses to give Johnson what he wants. He never responds to his letters and rarely offers words of encouragement. As it turns out, Knight’s hands-off approach is effective at motivating Johnson, who quickly turns into Blue Ribbon’s most valuable asset, constantly innovating his sales techniques and always meeting his sales quotas.
However, although Knight’s leadership style is effective for Johnson, it does not achieve great results universally. Knight also hires a man named John Bork and treats him similarly to how he treats Johnson. However, Bork does not react to Knight’s hands-off leadership style the same way Johnson does—instead, Knight’s leadership style makes him uncomfortable, and he often feels Knight is taking advantage of him. Eventually, his dissatisfaction with Knight leads him to betray the company and joins Knight’s nemesis, Kitami, at Onitsuka, Blue Ribbon’s competitor. Knight often reflects on his leadership capabilities and wonders whether he could have done better. Ultimately, he decides he is a fallible leader but a good one. As such, the memoir’s message surrounding leadership is a relatively straightforward one: not all leadership styles will work with all types of people. In light of this, if a businessowner wants their company to succeed, they must surround themselves with likeminded people who respond well to their style of leadership.
Leadership ThemeTracker
Leadership Quotes in Shoe Dog
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.
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.
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.
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.