Tài liệu Golf and the game of leadership 22 pdf

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Golf and the Game of Leadership
can result in the ‘‘M’’ disease, mediocrity. Teams are proud to
pronounce they function on a consensus basis.
Well, some golfers just are better than others. Wouldn’t you
want your best golfers hitting as many shots as possible when you
are scrambling for success in the global marketplace? I think so.
And, don’t you want the best leaders making the business deci-
sions affecting the organization’s future. Can you afford a consen-
sus approach in situations that require the best of leadership?
Margaret Thatcher, former prime minister of England, is reported
to have said, ‘‘Consensus is the negation of leadership.’’ One of
the difficulties organizational leaders face when they are ap-
pointed to school boards, community organizations, and volun-
teer efforts is the ‘‘golf scramble’’ formulation of the leadership
teams.
What About Teams?
So, what should you as a leader do about teams? Teams are a tool
for effective leadership when the situation calls for a team ap-
proach based on bringing together the necessary talent to accom-
plish a clear performance expectation. Choose the team members
wisely based on their ability and willingness to contribute to the
team task, that is, leaving their ego at the door. Help them to work
together to maximize their synergy. Reward the team effort and
don’t forget the individual pat on the back for contributors to
the team’s success. Just don’t let them substitute for your good
judgment and wisdom.
There is one ‘‘team’’ you should not lose sight of, and this
team should be allowed to play together to the fullest extent with
you the leader. They are the people who serve as your ‘‘caddies’’
(helpers) in the day-to-day challenges of leadership. Together with

them you can win a lot of Ryder Cup-type ‘‘foursomes,’’ ‘‘four-
balls,’’ and ‘‘singles.’’ This is where dedication to your leadership
role as ‘‘coach’’ will pay big dividends. One of those dividends
will be that when success is achieved and accomplishments are
applauded, you can stand up and say, ‘‘It was a team effort.’’
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Caddies, Coaches, and Teams
Sir Thomas More: ‘‘But Richard . . . Why not be a
teacher? You’dbeafine teacher. Perhaps even a
great one.’’
Richard Rich: ‘‘And if I was, who would know it?’’
Sir Thomas: ‘‘You, your pupils, your friends, God. Not a
bad public, that . . .’’
Robert Bolt, A Man for All Seasons
Quick Tips for Improving Your Leadership
Game
Real leaders typically understand and model the following in their
day-to-day actions:
■
‘‘How can I help?’’ Encourage associates to come to you
when they need advice, information, decisions, problem-
solving assistance, or coaching.
■
Ask what went wrong, not who did wrong.
■
Allow people to learn from their mistakes.
■
Meet with your associates individually to identify what you
can do to help them be more effective in their jobs. You

will need to know each person’s level of experience, confi-
dence, and ability. Some may need structure, direction, and
guidance. Others may need encouragement, confidence
building, or emotional support.
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An Optimistic Outlook
Know your limits and stay loose.
Stan Moyer, The Tuesday Group
One of the positive aspects of the game of golf is that golfers know
that regardless of their play on the last hole or in the last round,
there is always a next hole or a next round. This sparks more than
the intense, eager interest of enthusiasm. The golfer is inclined to
hope, even expect, that the best will happen on the next hole, or
in the next round.
The ‘‘Shark,’’ Tway, and ‘‘Zinger’’
In 1986, Greg Norman, the ‘‘Shark,’’ led all four of the major
tournaments—the Masters, U.S. Open, British Open, and PGA—
entering the final round of play. He had never won a major tour-
nament. He was optimistic about his chances as he entered play
on the last day of each of the tournaments. It was an optimism
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An Optimistic Outlook
based on his position on the leader board. That optimism was
supported by his confidence in his playing ability.
His optimism was sorely tested in the PGA when Bob Tway
holed out from a greenside bunker on the 18th and final hole of

the tournament to defeat Norman. Norman didn’t lose all four
majors in 1986, nor did he lose his optimism about his ability to
play and win. Greg Norman was the 1986 British Open Cham-
pion.
When Bob Tway hit out of the sand trap alongside the Inver-
ness Country Club 18th green he was optimistic about hitting a
good shot. He knew he could make it. He had the skill. He’d
practiced and played hundreds, probably thousands, of similar
shots. Did he think it could go in the cup? You bet. Did he think
it would go in the cup? Probably not, but he knew if he got it close
it had a chance of going in. And it did. Bob Tway had beaten Greg
Norman for the 1986 PGA Championship. As he leaped within
the bunker, and then outside it, enthusiasm reigned at the Inver-
ness Club. I know, I was there.
Paul Azinger holed out of a greenside bunker, a la Bob Tway,
on the 72nd hole of the 1993 Memorial Tournament to beat Corey
Pavin and the late Payne Stewart. Later in the year he beat Greg
Norman on the second hole of a sudden death playoff, once again
at the Inverness Club, to win the 1993 PGA Championship.
Azinger had his best year as a professional in 1993 and was opti-
mistic about his chances for a continuation of success in 1994. In
December 1993, however, he was diagnosed with a lymphoma in
his right shoulder. He turned his optimism to the hope that he
would overcome his illness and return to his career as a profes-
sional golfer. He did return and within a few years was once again
playing with the best of them. He won the 2000 Sony Open in
Hawaii.
Optimism Defined
Optimism, as defined in Webster’s New World Dictionary and The-
saurus,is‘‘the tendency to take the most hopeful view of matters,

it is a belief in the essential goodness of the universe, it is the belief
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Golf and the Game of Leadership
that good ultimately prevails over evil, it is the inclination to hope
for the best, cheerfulness, hopefulness, confidence, assurance, en-
couragement, happiness, brightness, enthusiasm, good cheer,
trust, calmness, elation, expectancy, and certainty.’’ It is the oppo-
site of gloom and despair. An optimistic attitude is essential to
the golfing and personal success of a Norman, a Tway, and an
Azinger.
Real golfers, and hackers like myself, are eternal optimists
about their golf game. Today’s round, until proven otherwise, is
going to be my best ever. And if not today, tomorrow! We tend to
take the most hopeful view of the future in the context of the
reality of our individual golfing ability.
Real leaders are believers that good ultimately prevails over
evil, that quality performance prevails over inferior performance.
Like the golfer, they see the future with hope. They are optimistic,
rarely pessimistic. They understand the reality that the past is past
and the attainment of goals rests in the present and the future.
They take a positive approach to their responsibilities. They know
their outlook on life and leadership is one of the few things within
their personal control. The minds of the golfer and the leader are
characterized by ‘‘hope’’—the realistic perception that there is a
way to proceed, that there is a future, that there is a solution to
whatever confronts them.
Remember Bill Niehous
Back on ࠻7 I introduced you to Bill Niehous, a former leader in
the Owens-Illinois Inc. organization. In the mid-1970s, Bill was

General Manager of O-I’s Venezuelan operations. A real leader,
Bill faced an extraordinary physical and mental test of self when
he was kidnapped by rebel forces on February 27, 1976 and held
hostage for three years in the jungles of Venezuela. I asked Bill
how he had survived this experience. He told me he was prepared
to survive by the way in which he had lived and worked prior to
being kidnapped. Bill attributes his survival to the following five
factors:
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An Optimistic Outlook
1. Faith and support, developed over the years, had become a
part of him. It included his personal network of family, friends,
acquaintances, and religious beliefs. He knew with confidence that
his personal network was working as hard as possible to obtain
his release.
2. Communication, actually the ability to communicate, was
always a strength of Bill’s. He had worked hard to develop a high
degree of fluency in Spanish, the language of his host country. So,
he was able to speak with his captors and read in Spanish. He also
kept a diary.
3. Conditioned to social environments, Bill was not exercised
in the sense of push-ups and pull-ups, etc., but well experienced in
a variety of social situations within community, business, church,
volunteer, and recreational settings.
4. Empathy for the feelings of others allowed Bill to understand
his captors. He didn’t like them but felt he needed to comprehend
why they were rebelling against their government. He learned to
understand why they felt downtrodden and oppressed. This un-
derstanding helped him to maintain the attitude that his life was

well worth living and helped him to keep moving forward.
5. A continuing optimism that he would be rescued made Bill
set goals and objectives for when he returned home. He made
plans that, as he described it, ‘‘allowed him to climb a ladder, not
leap over a wall.’’ Initially, the plans were in terms of time. Bill
was kidnapped in February and expected that his ransom and
release would be settled by Easter and he would be home in time
to see his son graduate from high school in June. That date came
and passed. He focused on other events, like birthdays, his and
Donna’s wedding anniversary, annual family vacations, Christ-
mas. As each step on the ladder confirmed his survival to that
point, he set another event he wanted to participate in and waited
to be released in time for it.
Bill eventually escaped from his captors on June 29, 1979 and
was fortunately rescued by some Venezuelan farmers who recog-
nized him and brought him to the authorities. An Owens-Illinois
plane had him back in the states in less than twenty-four hours.
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Golf and the Game of Leadership
Bill considers himself to be a fortunate person, never a celebrity.
He sees himself as a survivor and continues to express apprecia-
tion for all the people who worked so hard in attempting to obtain
his release. He is still impressed by people who tell him they are
so glad he made it back. Bill continues to work on a variety of
community efforts and to further develop the five factors he cred-
its for helping him survive his kidnapping. His advice to leaders
is ‘‘forget difficulty, move forward, be positive and optimistic.’’
Bill also loves to golf, and his advice to golfers is the same, plus
‘‘swing hard.’’

How Are You Doing?
I stopped at a Boston Market about a year ago for a carryout
dinner. As the server, a teenage young lady, prepared the food she
asked, ‘‘How you doing?’’ The question was posed with all the
sincerity of the employee instructional handbook. ‘‘Well’’, I said,
‘‘I’m terrific’’ She looked at me with a somewhat startled expres-
sion on her face. So I poured it on, telling her it was just as easy
to say ‘‘I’m terrific’’ as to say ‘‘I’m okay,’’ and it makes me feel
good when I do it. Now she is really looking at me as if I have just
arrived from outer space and perhaps she should call the manager
for assistance. So, I give her one last volley about how it doesn’t
cost any more to be upbeat and positive than to be dull and bor-
ing and besides it was a lot more fun for everyone. As I left the
restaurant she was still shaking her head.
About two months later, I revisited the same Boston market.
I ordered my food and waited as the server began to prepare it.
Midway between the chicken and new potatoes, the server
stopped, looked me in the eyes, and said, ‘‘I’m terrific!’’ Who says
the little positive things we do don’t have impact. Shades of mak-
ing, not missing, a short putt! Leaders, and we all have the poten-
tial to lead, have the power to influence others. Or as I prefer, we
have the power to establish an environment that can help to moti-
vate others. Real leaders do it in positive, optimistic ways in minor
and major situations, knowing the greatest potential for payback
and progress rests on their positive, optimistic behavior. And it is
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An Optimistic Outlook
the simple things that we control that can pay big dividends. I like
to ask leadership program participants how many of them make

the effort to smile and greet everyone at the start of each business
day. Regardless of how you may feel, you can positively influence
others’ approach to the day with this simple effort. You’re in con-
trol and you’ll feel better for it too.
Only One Umbrella
A small rural church was crowded with parishioners who had
come to pray for rain. A severe drought was ruining farm crops
throughout the county. The minister noted, however, that only
one person, a little old lady, had brought an umbrella to the ser-
vice! Optimism is a confident hopefulness.
‘‘A Hundred Times’’
Years ago, a gentleman by the name of Bob Wallace headed up
the New Products area for Owens-Illinois Inc. Wallace was so op-
timistic by nature that he often forecast potential markets at a
hundred times their true size. When describing Wallace’s opti-
mism, then O-I Chairman Ray Mulford once commented, ‘‘If I
had a life threatening disease, I’d want Bob Wallace to tell me
because he would make it sound so good.’’ Optimism is cheerful-
ness and enthusiasm.
A Million Bucks
A corporation had the opportunity to broaden its market base
through the acquisition of a small Pennsylvania company. The
price was close to one million dollars. The division head whose
operations would benefit from the acquisition was in favor of the
purchase. When asked whether he could spare the people to man-
age and technically support the acquisition, he replied, yes, with-
out a moment’s hesitation. (Later, he said he didn’t give his
response a moment of reflection either.) The acquisition was
made and it turned out to be a failure. The responsible division
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Golf and the Game of Leadership
head commented, ‘‘Boy, was I wrong! I ended up blowing a mil-
lion bucks because I didn’t think the situation through. As the
years have gone by the memory of that error has saved me from
several much larger mistakes.’’ Optimism must be grounded in
reality.
Shackleton Gets My Vote
In what I believe to be the greatest survival story of all time, Sir
Ernest Shackleton, the noted Irish explorer, in 1914 led his
twenty-six-man crew of the Endurance on a two-year odyssey
from being lost in the Antarctic to eventual return to the safety of
civilization. The story of Shackleton and the crew of the Endur-
ance should be must reading for all who aspire to leadership.
Shackleton did many things to help his men maintain a positive
and optimistic attitude regarding the eventuality of a safe return.
Suffice to say he set the example for leaders faced with maintain-
ing optimism in the most extreme circumstances. One of the di-
versions organized for the crew was ‘‘soccer on ice.’’ I’m certain
had Shackleton foreseen the virtually unbelievable fate of the En-
durance’s ill-fated journey, he would have brought along some
golf clubs and played golf on the ice as well. Shackleton often said,
‘‘Optimism is true moral courage.’’
For the golfer who’s had a bad day on the links, or the leader
who doesn’t see things going well, I recommend reading any of
several accounts of the voyage of the Endurance. It will put your
difficulties in perspective and deliver positive inspiration. As a
Navy warrant officer was known to say whenever faced with yet
another challenge to be dealt with, ‘‘Great, another opportunity
to excel!’’

What Are Your Alternatives?
Organizations want their employees to be enthusiastic about their
work. Some companies promote the notion of employee enthusi-
asm. They want their people to be eager, interested participants in
the organization. This is good. It is, however, only part of being
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An Optimistic Outlook
optimistic. You, as a leader, and your followers need to be opti-
mistic for your mental health and physical well-being. You should
be, and hopefully are, enthusiastic about the work that you do.
But you need more. Let me explain.
Imagine that Figure 17-1A is a large picture window, a large
single pane of glass. Now, imagine someone throws a brick at the
window and breaks it. The whole window is destroyed.
Now imagine another window. That window, as shown in
Figure 17-1B, is the same size as the picture window, but rather
than being a single pane of glass it consists of several, actually
nine, separate panes. Is that brick still handy? Pick it up and throw
it at this window. What happened? You probably broke a pane or
FIGURE 17-1.
A. Single pane window. B. Multipane window.
A
B
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