MARK

PARKER
NIKE CEO

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Profile
Born 21 October 1955 in

Poughkeepsie, New
York
Was named the third CEO
of the company in 2006
Earned his bachelor's
degree in Political Science
Penn State University in
1977
Married to Kathy Parker
and has three children,
Jennifer, Megan, and
Matthew.

Career at Nike
1979
Footwear designer
based in its R&D
facility

March 2001
co-president (with
Charlie Denson) of
the Nike brand

2006
CEO

1987
Division Vice
President in charge of
development

1993
General Manager

1989
Corporate Vice
President

1998
Vice President of
Global Footwear

Since Mark Parker became chief executive in

2006, Nikes annual revenue is up 60 percent,

profits have increased 57 percent, and its
market cap has more than doubled
In addition to helping lead the continued
growth of the Nike brand, Parker is responsible
for the growth of NIKE, Inc.'s global business
portfolio, which includes Cole Haan, Converse
Inc., Hurley International LLC, and Umbro Ltd.

5 things to surprise about Mark

parker
1. Parker is well known in the art community and his

friends reportedly include Eric Clapton.

2. His office is filled with art work and collectibles
ranging from Nike shoes to a Jimi
Hendrix guitar and a manual from an Apollo mission .
3. He often visits Pearl District art galleries.
4. In "Swoosh," an unauthorized Nike biography published
in 1991, former Nike executive Rob Strasser said Parker
"had potential to run the company one day." He was
named CEO 15 years later in 2006.
5. His wife, Kathy Mills Parker, who volunteers in the
community, once held the world record in the 5000 meters
(15:32:5).

His
com
pen
sati
ons

While CEO of Nike in 2012,

Mark G. Parker earned a
total compensation of
$15,425,608, which
included a base salary of
$1,609,615, a cash bonus
of $594,190, stocks
granted of $3,500,087,
options granted of
$4,199,250, and nonequity incentive plan
compensation listed at

Nike CEO Mark Parker is Fortune's

Businessperson of the Year
Nike CEO Mark Parker on Thursday nabbed another top award:

Fortune Magazine named him businessperson of the year.

A Nike lifer, Parker was named CEO of the sportswear company in 2006.
At the time, Nike co-founder Phil Knight said Parker would "become the
best CEO this company has ever had."
Since then, Nike has doubled in size. Sales hit $30.6 billion in the most
recent fiscal year and the company plans to hit $50 billion by 2020.
Over his tenure, stock (NYSE: NKE) is up 513 percent, way ahead of the
Dow (62 percent).
Nike "continues to steamroll the competition," Fortune said in its report.
"It's about time the media discovered Mark Parker," Knight said, in the
Fortune report. "It's like, where have you been? Hes been a nine-year
sensation.
Source:
http://fortune.com/2015/11/12/nike-ceo-mark-parker/

Here's the leadership strategy Nike's

CEO uses to make employees smarter
In a recent profile of Nike CEO Mark Parker, Fortune's Adam Lashinsky reported

that Parker is notorious for constantly asking questions that push employees to
think harder.
Fortune quoted Andy Campion, Nike's chief financial officer: "What's fascinating
about [Parker's] use of questions is that it leaves other leaders empowered to
find the answers themselves and act on them."
That observation closely mirrors those that other Nike employees have made in
the past.
A 2009 USA Today article noted that employees in Nike's research lab "say
there's no telling when Parker will drop in and start reeling off questions."
Parker acknowledges that inquisitiveness is a key part of his leadership
strategy and a way to support his employees' development. In 2012,
he told Fast Company , "I end up asking a lot of questions, so the team thinks
things through. I don't say 'Do this, do that.' I'm not a micromanager. I don't
believe in that. At Nike, we have incredibly strong people. They know what
to do."

Research suggests that Parker's hit on a winning management tactic: Leaders

who ask questions and encourage their team to find the answers tend to be more
effective than those who try to know and do it all themselves.
Writing in The Harvard Business Review, Liz Wiseman and Greg McKeown identify
two types of leaders: "diminishers" and "multipliers." Diminishers tend to
minimize intelligence among their team because they assume their employees'
abilities are fixed; multipliers believe abilities can be cultivated. Wiseman and
McKeown found that multipliers tend to lead teams that are up to twice as
productive as those led by diminishers.
One key characteristic of multipliers is asking hard questions and prompting
people to go find the answers. Coming up with solutions boosts employees' selfefficacy and confidence that they can help solve organizational problems.
"Stop worrying about having all the answers," Wiseman and McKeown write. "Use
your knowledge of the business to ask insightful questions that prompt the
members of your team to stop, think, and then rethink."
For Parker, relentlessly questioning his employees is a way to ensure that people
never get too comfortable with one way of thinking. Moreover, it would seem as
though he wants employees to start questioning themselves and their own work.
As he told USA Today, "The hardest thing for a company to do is to change when
it doesn't seem like change is necessary."
Source:
http://www.businessinsider.com/why-nikes-mark-parker-asks-a-lot-of-questions-2
015-11

OTHERS ARTICLES
How CEO Mark Parker Runs Nike To Keep

Pace With Rapid Change

Source:
http://www.fastcompany.com/3002642/how-ceo
-mark-parker-runs-nike-keep-pace-rapid-cha
nge
5 Things We Learned From Nike CEO
Mark Parker's Hypebeast Interview
Source:
http://www.complex.com/sneakers/2015/10/nik
e-ceo-mark-parker-hypebeast-interview/

THANKS FOR
READING