Nike Football Quotes

Americans are acutely unaware of the past and the future. Also, the present. History is infinitely malleable for them. So is reality. Are they just undereducated, indoctrinated, chronically indifferent, hypnotised, or too damn busy makin’ a buck? Consumed by consumerism, they wallow in army fatigues and self-regard, coveting the next dynamite Apple doodad or an AK-47, plasma screen and some Nikes. They have worried everybody and ruined the earth, all so that they can prance around, effect insouciance, drink beer, watch football, guzzle Sloppy Joes and Oreos, wear pro-Auschwitz sweatshirts, make pipe bombs, absorb incessant rock music, object to positive discrimination and the public display of female nipples, wonder whether the mailman has shut the mailbox properly, and choose a new euphemism for excretion yearly.

But I also thought of all the games I’d seen through the years—football, basketball, baseball—when one team had a big lead in the final seconds, or innings, and relaxed. Or tightened. And therefore lost. I told myself to stop looking back, keep my gaze forward.

It was the Michael Jordan/Nike phenomenon that really let people see that athletes were OK, and black athletes were OK. Defying a previous wisdom - not only that black athletes wouldn't sell in white America, but that the NBA as a predominantly black sport could not sell in white America.

When Phil Knight was building Nike, he hired other distance runners to work with him because he knew that whatever they lacked in terms of business knowledge, they made up for in stamina. They would never give up. They would take the pain and make it to the end of the race despite the difficulties. When you start a company, you are usually happy to find anyone of quality willing to go on the journey with you. But as you grow, you realize that some people are like wide receivers in football with hands of stone. You throw to them, and the ball just bounces off them. Others have hands like glue. As a decent person you think your role is to coax the bad ones along, to find workarounds. As employees, these are 6s and 7s out of 10. If you keep them, you will end up with a dysfunctional company, where you do all the work, staying up all night with the few people who can make it happen. You have two options: either run a middling company going nowhere or clear out the mediocrity you created so you can grow. If you are ambitious, you have to fill your company with 9s and 10s, and give them the difficult tasks to do. Finally, to succeed as an entrepreneur, you have to be paranoid. You always have to believe your company, regardless of size, is a little company. The moment you start to become big and successful, challengers will appear and do their best to take your customers and defeat your business. You are never more vulnerable than at the moment you think you have succeeded.

All the great basketball schools—UCLA, Indiana, North Carolina, and so on—had long-standing deals with Adidas or Converse. So who was left? And what could we offer? We hurriedly dreamed up an “Advisory Board,” another version of our Pro Club, our NBA reward system—but it was small beer. I fully expected Strasser and Vaccaro to fail. And I expected to see neither of them for a year, at least. One month later Strasser was standing in my office, beaming. And shouting. And ticking off names. Eddie Sutton, Arkansas! Abe Lemmons, Texas! Jerry Tarkanian, UNLV! Frank McGuire, South Carolina! (I leaped out of my chair. McGuire was a legend: He’d defeated Wilt Chamberlain’s Kansas team to win the national championship for North Carolina.) We hit pay dirt, Strasser said. Plus, almost as a throw-in, he mentioned two under-the-radar youngsters: Jim Valvano at Iona and John Thompson at Georgetown. (A year or two later he did the same thing with college football coaches, landing all the greats, including Vince Dooley and his national champion Georgia Bulldogs. Herschel Walker in Nikes—yes.) We rushed out a press release, announcing that Nike had these schools under contract. Alas, the press release had a bad typo. Iona was spelled “Iowa.” Lute Olson, coach at Iowa, phoned immediately. He was irate. We apologized and said we’d send a correction the next day. He got quiet. “Well now wait wait,” he said, “what’s this Advisory Board anyway…?” The Harter Rule, in full effect.

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