Thread regarding Nike Inc. layoffs

When the sister of a Senior Executive has direct access to Nike personnel files…that’s a problem.

https://www.seattletimes.com/business/weak-hr-intimidation-inappropriate-touching-among-top-nike-complaints/

After getting laid off in February I’ve been networking with former colleagues and managers (not from Nike). It’s so refreshing to talk to intelligent, motivated people again.

Everyone on my team at Nike dressed and acted like they were still in high school. No drive or goals, just show up to earn the big bucks and leave for yet another 2 hour off-campus lunch.

It’s like I can feel my brain cells growing back. I’m so grateful to not be there anymore.

Can relate. I did two years before I left and feel like I lost 2 years of career growth.

I told my manager I wanted to move up, because I had delivered consistently well, charted new processes and product, and was well regarded across the organization. I was told to leave and find promotion elsewhere. Then he hired his buddy.

@1eea It's not the job's fault if you phone it in for 2 years and don't pressure yourself to grow just because the job didn't hold you accountable when you didn't produce. That's on you and you alone, and you are seeing the downside of coasting now that you are laid off....for coasting.

Honestly I feel d-mber after two years working at Nike. I used to hold myself to a high standard professionally and academically, neither of which is valued at Nike. I’m struggling interviewing after being laid off because I feel like I haven’t accomplished anything in years. It’s depressing.

@frq+1sm87jol I disagree strongly with the end of your statement. All of the directors and SDs in my area of the business are 10-20 year nike vets and they are horrible people leaders. Highly knowledgeable but that’s not what we need right now. We need good people leaders who are flexible and open to change and learning from those below them. Not just nike vets who think they know best and have more to offer just because of their age. We need leaders that don’t care about being the smartest person in the room, but instead care about developing their teams and empowering their employees to be trusted experts.

I was told the same thing when I left my last company.

Unfortunately, people-first leadership is lacking at Nike. They’re process and profit drivers above all else. They seem to forget that people who feel heard, supported, and valued do the best work. The strategy was never truly the problem, especially in Women’s. The leader is uninspiring and cold. At least the men’s GM speaks with conviction, passion and is present, excited and engaged in meeting discussions. That’s the bare minimum and most of the company doesn’t have leaders that can even do that. Let alone support the growth of the employees below them. I haven’t heard of a single global leader mentoring anyone below them.

Yea directors and up have zero clue what the work actually is. I recall my SD freaking the fk out whenever she had to do a live demo or presentation to any leadership, and asking the simplest questions about the project that everyone that has paid any attention in any project meeting would know. And all my director ever does is talk about how he is gunning for her position and hoping she fails. Great stuff.

Nike has been degraded by "gifted business savvy people" to an annual ROI-calculating machine. There is no long term vision.
The lunatics have taken over the asylum.
Things will not change until a pirate takes the helm, again.
So sad.

NIKE is very middle management heavy. I actual don't know what my director does vs my SD.

Nike is a truly chaotic place, that was my first impression when I joined many years ago, after working here for many years, I adjusted my expectations of it and my working style tuned to the chaos and short term-ness of things. I was repeated shot down (by PM) when I suggested people to think long term design and solutions. After seeing much chaos and full reset moments, I have now learnt - not to build relationships, because anyone might be gone. I deal with people almost transactional. Also, learnt to not think beyond a few sprints (days and weeks). Products, Decisions and Portfolio will not live on for much longer, because some mo--n is going to make an egg-scramble of an organization, with their genius re-org idea, following which, last 2 to 3 years of work is going down the drain (just like all the numerous times before). Its a complete reset of everything, every time this happens, and this is not how companies are run. I have been told by people that we are like NBA Sports teams we will see change very often (Which is completely mo--nic thing to do to Organizational teams, for very many reasons)

Normally well run companies have stable structure, stable roadmaps, and people that build stay and manage the same areas for however longer they wish to, Products, Subject matter expertise and everything else tends to grow and get better. Things are never this rocky and stormy. It’s absolutely poor leadership and the culture of short term-ness, political infighting that causes unstable chaotic firms like Nike.

If Nike needs to get to organic growth, then it needs to think Long term. Once you place qualified people positions let them take over and work, do not mess with them. Do not allow political infighting to rock the boat, people should focus on their assigned portfolios and no one should step on others portfolio (if you want to do that, please go elsewhere).

Do not let young inexperienced chaps become directors and SD’s. Usually people with vast amounts of experience make better leaders with better decisions and outcomes. Yuppie Directors with hardly 10 years of experience and underwhelming educational experience is a mo--nic thing to do. Don’t fu--ing hire, if you are going to fire. Hire well, treat well, and maintain stability, you will see growth.

Truth. Experienced hire here and this place 100% lacks TRUE leadership that you’d consistently expect from SD and above at other companies.