ALUM PROFILE: Sam Noffs

Perspectives on Leadership

By Jacob Ashley

When put on the spot, most people find it easy to talk about an experience with poor leadership. A time when they felt unsupported, looked over, or even subjected to harmful or toxic situations. These instances stay with us. They permeate our being, often staining our clean slates with past traumas and tribulations. But what about those who have impacted us positively? Haven’t they left greater or at least equal marks on our psyche?

Sam Noffs, a Portland State University (PSU) School of Business (SB) Master of Business Administration (MBA) alum, has nearly 20 years of experience in sales. He began his career as an assistant buyer at The May Department Stores shortly before it was acquired and folded into Macy’s, where he grew into a buying and merchandise planning role. After his time at Macy’s, his career took off as he joined Nike, where he spent nearly 14 years flying through multiple roles, eventually landing as sales director NBHD – North America, a position responsible for overseeing the sales of Nike products through the Neighborhood program in North America. Since then, he’s had a short stint as a sales director at Eddie Bauer, now holding the title of VP of sales and strategy at CHAMPRO. Throughout his journey, he’s had incredible experiences with inspirational and motivational leaders, though, with his fair share of regrettable moments as well.

Sam recently joined a PSU SB class of current grad students via Zoom, sharing his perspectives on leadership and telling some of his strategies for leading a team, saying, “Leadership styles are like golf clubs in a bag. You choose the right one for the moment.” He continues, “My favorite is the visionary style, where you rally your team and share a clear vision and direction. Get everyone on board.” But the other clubs in the bag can be just as valuable. He mentions, “Sometimes other styles are right for the moment. The coaching style is essential, especially as you cultivate new talent.” Though, he does point out the challenges of using that style when leading those who exceed you in age and experience: “Leaders still learn and listen, even when championing a vision.”

“The Portland MBA enabled me to get that piece where I felt confident enough to lead a company’s strategic planning process. And that’s what I’m doing right now, unveiling our proposed strategy to the entire company. It’s very exciting,” Sam added as the class continued. The course is titled “Executive Perspectives on Leadership,” where students can ask their most pressing questions to an executive-level guest every week, affording them years of insight and expanding their network, which Sam exclaimed was another essential facet of his time at PSU.

He continued sharing that leadership is complex and complicated, often messy, as we navigate countless personalities, beliefs, and past experiences. It’s incredibly nuanced, affording only those who constantly cultivate their growth any sort of mastery. Sam explains, “Leaders don’t necessarily have to be managers. It starts with being a mentor, but people will always impress you with how smart and capable they are. Blaze the trail and lead from the front but let your team help get to the goal.”

Hopefully, we can all find in our memory at least one incredible moment someone led us to be better. Some people have an innate ability to inspire, whether they be mentors, teachers, coaches, or peers. Maybe you had a boss who made you want to show up to perform. Perhaps it was simply a kid on the playground who stood up for you against a bully. Whomever they were, regardless of whether they sought it, they rose to a position of leadership, changing the lives of those around them for the better and, fortunately, fulfilling a role as rare as it is wonderful and imperative.

One true thing, yet counterintuitive to so many stories we’ve heard, is that great leaders aren’t simply born. They develop. They learn through the successes and failures of those who’ve led before them. Sam left us with something he’s learned over his years of experience: “Prove you’re willing to do whatever you ask of your team. Roll up your sleeves and do the work with them. Carry the bags, help set up, get dirty, and make it fun. Empower your team to multiply their talents and unleash their brains to solve problems.” He concludes, “It’s always a process, and there was definitely a time when there was a version of me when I reacted to certain situations. It wasn’t who I wanted to be or how I wanted to show up. But early in my career, I had a great boss who taught me not to sweat the small stuff. He said, ‘Hey, Sam, in 100 years, no one will remember you made a mistake today.’ It’s just an opportunity to grow and not take yourself too seriously.”