Ken Hicks Shows the Power of Experience and Confidence

Comfortable Being Leaders

Ken Hicks

In November 2014, the business and military communities were reminded of how powerful real-world leadership experience can be when former Army artillery officer Ken Hicks shared insights from his journey. “Veterans have the advantage in that they are more comfortable being leaders of people because they have done it before,” says Ken Hicks, now leading Foot Locker as chairman and CEO. Reflecting on his service, he added, “I learned a heck of a lot in the Army about people and how to lead.”

Hicks’ path began in Tulsa, Oklahoma, before his family relocated to Houston. His father—a WWII veteran, a Cherokee man, and a survivor of being wounded, captured, and held as a POW in France—instilled discipline and determination in his five children. “I was standing on the street corner selling papers at 10,” said Hicks, recalling his introduction to the business world and the work ethic his father inspired.

Following his father’s example, Hicks sought military service. After excelling in high school football and loving history, he chose West Point during the Vietnam War era. “My father had served in the military, but like most people at that point he wasn’t really bent on it,” he explained. Despite many students avoiding military paths at the time, he chose West Point because “it was the best education I could afford.” His classmates included future U.S. leaders such as David Petraeus, Marty Dempsey, and Keith Alexander—men who would go on to shape national security policy.

After graduation, Hicks entered the “drawdown Army,” serving in armored cavalry at Ft. Bliss and later in Korea. He extended his service to finish his assignment as an artillery battery commander before transitioning to civilian life.

“When I got out of the Army, the thing I knew best in the world was how to shoot cannons,” he joked. But he quickly broadened his skills, earning an MBA from Harvard. “West Point taught you how to think and lead people and Harvard taught you how to think and solve problems. It’s a pretty powerful package.”

That combination launched his rise through the retail industry. After McKinsey, Hicks worked for major companies including Lord & Taylor, Foley’s, Home Shopping Network, JCPenney, and Payless ShoeSource. In 2009, he became CEO of Foot Locker—then a struggling business with declining sales.

By November 2014, the impact of his leadership was impossible to miss. When he took charge, Foot Locker stock traded under $11 with sales at $4.8 billion. Under his guidance, the company achieved 19 consecutive quarters of growth, hitting record financial performance in 2013 with $6.5 billion in revenue. The stock price soared above $55.

Why did he enjoy the work so much? “Its fun. Our job quite frankly is to make people happy.” He compared retail to the military because both involve action, people, and constant accountability. “You get measured 365 days a year on how you are doing.”

Strategic Business Insights: An interview with Ken C. Hicks

For veterans entering corporate life, his message in 2014 was clear: “Take advantage of what you learned, or what the opportunities are for what you did. You have the ability in the service to learn and develop skills that are applicable in the business world. It is not about taking orders and you do it… it is the opposite… motivate people to do what you need to get accomplished. Use the skills you learned.”

Even with his demanding role, Hicks balanced life with movies, reading, music, fitness, and time with his wife of over 40 years, Lucy. As David Petraeus told Forbes, “Ken is, as they say, an energy source, not an oxygen thief.” From West Point cadet to CEO, Hicks’ military foundation paved the way for a life of purposeful leadership.

Hicks’ story reminds us that being comfortable being leaders doesn’t happen overnight—it grows from experience, discipline, and a willingness to keep learning. His journey proves that strong leaders aren’t born; they’re shaped by challenges, service, and the desire to elevate others.

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