Tag Archives: golf

What Are Your Limits?

What can’t you do? If you’re a child of my children‘s generation, you’ve probably been told since you were born that you can do anything. You have no limits. Does anyone really believe that’s true – that there isn’t anything we can’t do if we try really hard and practice a lot?

As you know if you’ve spent any time in this space, I play golf. I’m not horrible at it although I’m far from really good. I do practice and I might just try too hard. That said, there are shots I just can’t hit and never will be able to despite knowing how to do so and practicing them (you go ahead and hit that 225-yard shot over water and a bunker into a tight pin on a narrow green without landing in trouble).

Knowing your limits is important both in life and in business. We all want to help the team but learning to say “no” when you’re asked to take on more work than you can possibly do well really IS helping. Everyone hits the wall at some point and taking on too many projects or work that you’re not qualified to do well is a great way to hit it bang on.

Many ski areas have signs that remind you to ski within your limits. There is a sign at Bethpage Black, a golf course which has hosted the U.S. Open, that, in essence, asks you to know your limitations as a golfer and respect them.

Many people want to learn and to grow. Most people want to take on a new challenge. While you do need to push your limits to do this, at the same time, you need to be conscious of your abilities and approach any new goals appropriately. In golf or skiing, we can take lessons. How many businesspeople invest in courses to improve their skills?

In skiing and riding, we wear protective gear. The problem is that sometimes we get a false sense of security and push too far. In business, we rely on data from dodgy sources or only those surveys that tell us what we want to hear to give us that same false sense. Instead of recognizing the limits of the information, we believe it.

I’ve been playing the guitar since I was 10. I still can’t play like Clapton or Page despite well over 10,000 hours of practice. It may be some sort of physical ability I don’t have which they do. Then again, I probably have some mental abilities that have let me learn many skills they don’t have. Learning what you can and can’t do even with practice, instruction, and perseverance is key, and accepting those limitations, disheartening as it can be, can help make you better, not worse. Does that make sense?

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Filed under Helpful Hints, Reality checks, Thinking Aloud

New Greens, New Breaks

One of the first things you learn about writing is that you generally want to stick to writing “what you know.” That’s why things around here generally revolve around business, golf, and food. Sometimes those three things intersect (a bad food experience at an obviously failing snack bar on some golf course?) but generally I manage to get two of the three put together, and all the screeds have a business point to make.

Today, as is often the case on Mondays, something occurred to me on the golf course over the weekend. My home course replaced the greens last summer. We went from bent grass greens to Minverde Bermuda greens. I can hear your eyes rolling, but let me explain what that has meant and why it just might be meaningful to you and your business.

One thing with which many businesses are dealing, either directly or indirectly, is climate change. In the case of golf courses here in North Carolina, it’s meant that some strains of grass just can’t take the heat and clubs spend a lot of money trying to prevent them from dying. There are dead spots, root rot and massive fans that are installed near some greens which run up the power bill trying to cool down the grass that can’t take the heat. Our place lost parts of 5 greens two years ago. The takeaway is that you can believe or not believe in climate change but you can’t ignore the effects that whatever is going on is having. I don’t suspect you run a golf course, but you may stock seasonal items or have staffing needs that are weather-dependent and you can’t stick to the calendar as you once knew it.

That, however, isn’t my main point today. One of the other things that happened when they replaced the greens is that everything was different. The speed was different, the way the ball moved on the green was different, and the new greens were very hard, so you couldn’t land the ball where you used to because it would bounce and roll. The breaks (how the ball moved in response to the topography) were completely different, so all of the local knowledge you had was gone. I will tell you that it’s frustrating to have a putt you’ve made many times before suddenly not move as much as it once did. It is also difficult to train yourself to ignore the slope you know is there because you also know the ball isn’t moving the way it used to.

That sort of thing happens in your business. Things change and you can’t operate under your old belief system. I may believe the ball will move three feet left but on the new green, it barely moves. You may think to be on Main Street will assure you of foot traffic but when the new mall opens, your reality will be quite different. You need to do the best you can is reading the new terrain and adjust your thinking. Otherwise, you’re going to be missing the mark quite a bit, sort of like I did this weekend. New greens mean new breaks and that means a new look at everything you do. Make sense?

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Filed under Reality checks, Helpful Hints, Consulting

Retraining For Retaining

As usual, I have golf on the brain this morning. It’s probably because I’m in the midst of planning the annual soiree to Myrtle Beach that has been the highlight of my year for the last 23. I’ve written about how it’s my annual Board Of Advisors meeting and I highly recommend a similar trip – whether golf-related or not – to each of you.

With this much golf on my brain, I got to thinking about what’s going on in the golf world these days. As it turns out, it has a lot to do with what’s going on in nearly every business. If you have read anything at all about the golf industry over the last few years, you keep reading about the need to grow the game. According to the latest from the National Golf Foundation, interest in playing the game continues to grow but actual on-course participation has been flat at best. Much ink has been spilled over the need to make the game more accessible, lower the cost and speed up play so that new people will become regular participants. I suspect your business spends some time thinking about how to attract new customers too.

What some folks in the golf industry are beginning to realize is that they don’t spend enough time on customer retention rather than customer capture. You might have heard (you certainly could have read it on this screed!) that it costs five times more to get a new customer than to retain an old one. Why not focus on something that is 80% less expensive?

Let me put it in golf terms and I think you’ll see the parallels. If you go to some courses, particularly the high-end courses, you’re often treated like they’re doing you a favor for letting you play. It’s almost like the customer is a distraction rather than the sole reason for the business to exist. The course does nothing to help speed up play. If conditions are poor (shabby greens, standing water in fairways, etc.), that’s never said before you pay or even acknowledged after your round is done. How about stating that you’re sorry for the course not being in top shape and offering to buy a drink or lunch at the end of the round? How about a coupon to come back at half price when the course is in better condition?

You’d be shocked if you encountered some of the rude employees I’ve met in my years of golfing. There clearly hasn’t been an emphasis on customer service at some places. Instead, the emphasis is on holding their hands out for a tip. All they want to do in the shop is to sell you overpriced shirts, hats, and balls with their logo on it. None of that aids customer retention.

What they – and you – need to be asking yourself is what can I do to improve the customer experience? How can I get this customer to come back? Little things go a long way – it can be as simple as a towel on a cart or ice in the cooler or enough sand to fix divots. I’m sure you can think of little amenities you can offer – it can be as simple as a bottle of water on a hot day to customers entering your store or a personalized thank you note for a past purchase. What are the things that will help retention?

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Filed under Consulting, Helpful Hints

Getting Fitted Correctly

I hope you all had a relaxing Labor Day and were able to indulge in one or more of your favorite activities. I did, and doing so reminded me of some very basic things each of us needs to keep in mind as we leave Summer and get back to business.

I spent $99 for a process known as a full bag fitting. Yes, it’s golf-related (hey – you write what you know, right?). It’s a process in which you go through the various types of clubs in your bag while hitting balls using a launch monitor. I’m not going to get technical but it’s basically a tool that shows you everything you’d ever want to know about how the club is performing and allows you to change club brands and components to improve the results. My fitting was scheduled for two hours with a wonderful Irish golf pro named Martin. Here are some of the things I noticed that apply to you and your business.

  1. Go beyond expectations. I’ve gone through this process before and it was fairly clinical. Hit the ball, watch the result, change the club a little, rinse, repeat. Martin was personable and non-judgemental (there were quite a few horrible shots). Where he really went beyond expectations was in giving me little swing tips as we went. A minor grip change and a slight change in my address position had me striking the ball more solidly. I went to have my clubs checked and fitted and he went beyond that by checking me too.
  2. Be human. We hear a lot about bots – automated processes – taking over a lot of tasks these days, particular customer services. I suppose as I think about it, this process could have been fairly automated as well. The bot could have used the numbers to have me change out club shafts or heads until the numbers were optimized. What it couldn’t do was give me the feedback Martin did. He ignored data from what were occasional bad swings and only used the numbers from the normal ones. Most importantly, by the time we got to hitting driver, the last type of club left, I had hit close to 300 shots. I was tired and my swing was breaking down. Martin saw it after I was unable to hit anything normally. Rather than continue and give a good analysis of a faulty, tired swing, Martin suggested I go away for a couple of hours and recover. At this point, we were already over the 2 hour time but he said we’d do the driver analysis later for no charge. That’s something no bot would suggest.
  3. Communicate effectively. The monitor spits out a lot of very complicated data. Even though I know what most of it means, Martin took the time to be sure that I was interpreting the data correctly and understood how the changes we were making were improving the result, even when the visual representation of the ball flight looked off.

After two trips to the monitor bay and a total of three hours, I left with a list of club specifications that will hopefully translate into better play. More importantly, I left with an appreciation of how any of us can keep customers happy and solve the cost/value equation. Make sense?

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Slow Play

Another Monday, another golf-related rant. But as with most things golf-related, there are points to be made about life well beyond the links.

An animation of a full golf swing displaying t...

(Photo credit: Wikipedia)

I played a couple of rounds over the weekend (you’re surprised, right?) and both were slow. By slow, I don’t necessarily mean any specific time. It’s more about the general pace of play when compared to the conditions. I also accepted something I have learned about younger (Millenial) golfers. Both have implications for your business.

I’ll admit upfront that I play more quickly than many golfers. I also tend to play early in the morning when the course tends to be empty. When I play 18 holes by myself, it generally takes about two and a quarter hours; two and a half if I’m stinking it up. My regular Sunday game with another gentleman takes up about 2:45 to 3 hours. My regular foursome used to take about three and a half hours. Those are fast times but they’re also times made by doing a few simple things. Keeping up with the group in front of you. Being ready when it’s your turn and not waiting for someone else to hit if they’re behind you but looking for their ball. Lining up your putts while someone else is putting, parking the cart so you never have to walk backward to it, and a few other things that make a few seconds’ difference that add up to many minutes saved in a round.

So what have I learned about many Millenial golfers? I play with them all the time and they are slow. I hate to generalize, but they are. Rather than socializing while traveling between shots, they stand on the tee, staring at an empty fairway, and talk rather than tee off. They are very polite and allow the golfer farthest back to hit even if that golfer isn’t ready. Why aren’t they ready? Another thing: they take forever to make up their minds. They take multiple practice swings. They park both carts together to watch someone hit rather than splitting up, dropping one golfer by their ball and moving on to be ready. In short, they’re not focused on making decisions and on getting things done, and because of that, they fall behind. We played in over four hours yesterday and were never held up once by anyone in front of us. Arrggghh….

What does this have to do with your business? We need to do what faster golfers do. We need to assess the situation, make a decision, and go. We can’t wait on others, we can’t take forever to think, we can’t make endless practice swings (read that as internal meetings and discussions). Golfers have GPS devices and laser yardage readers to help them know where they are on the hole. Businesses have analytics, financial data, and staff meetings.  I’ve yet to play with any golfer who played better because they lollygagged around the course nor have I met many businesspeople who were more successful because they fell behind.

Golfers find a rhythm as they go and so too do businesses. Slow play disrupts that rhythm whether it’s golf or business. The PGA Tour assessed its first slow-play penalty in over twenty years yesterday, this despite 5+hour rounds being routine on tour. That’s ridiculous (and a bad influence on young golfers!). Let’s all speed it up on the course and in the office, ok?

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Filed under Huh?, Reality checks, Thinking Aloud

Mastering Ourselves

Another major championship in golf, another screed about a business lesson learned from watching that championship transpire. Sergio Garcia, a Spanish golfer with a nearly 20-year history of frustration and failure in major championships, won The Masters yesterday. What’s surprising about the win is that it took him so long. He’s won 21 times around the world and has been a fearsome force on European Ryder Cup teams for a long time.

2011 Masters Tournament

(Photo credit: Wikipedia)

His skill was never in doubt, and yet five years ago at this very tournament, he stated that he didn’t have what it takes to win major championships. What happened and what can we learn and apply to our own endeavors?

Major championship golf is often described as “an examination,” testing both one’s game and one’s character. Sergio has always had the game but what he lacked was the character to deal with the adversity one faces along the way in any major. That’s why he gave exactly the right answer when he was asked yesterday what he liked best about how he won: “the demonstration of character.” Like every champion, he hit some awful shots. This time, however, he stayed calm, stayed positive, made a plan, and let life go on.

The lessons for any of us are clear. Skill and competence can take us a long way but to break through to another level we need the right attitude. We need to develop that maturity and character to deal with setbacks, both self-imposed (hitting a bad shot) and external (a competitor hits a great shot). Control what we can, deal with mistakes (we all make them), and remember that someone else doing well doesn’t mean that you’re doing badly. It might just mean that you have to change your plan and do better to get ahead.

Sorry if I’m becoming predictable in writing about golf after a big tournament, but what Sergio’s win said to me about all of us and business thinking was something I felt I had to share. He had already mastered the game years ago; yesterday he mastered himself. You agree?

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Filed under Thinking Aloud, What's Going On

The King Is Dead

It would be impossible for me to let the passing of Arnold Palmer go by without comment. This isn’t another golf screed. It’s some thinking on a great businessman who used golf as a jumping off point to demonstrate some behaviors all of us ought to try to emulate as we go through our business lives.

English: Arnold Palmer, taken by Hospital staf...

(Photo credit: Wikipedia)

Arnold Palmer passed last night at 87. A lot of what you need to know about him was captured in something Time Magazine wrote in 1962:

“When God created Jack Nicklaus and Arnold Palmer,” it wrote, “He turned to Nicklaus and said, ‘You will be the greatest the game has ever seen.’ Then He turned to Palmer, adding, ‘But they will love you more.’ ”

Palmer’s achievements on the course were substantial. He won 62 times on the PGA Tour and those wins included 7 major championships. He did so with an “everyman” swagger, a swing that was uniquely his (and was far from classic), and an attitude of going for broke on every shot. But it was off the course where Mr. Palmer’s lessons for all of us begin.

He considered golf a personification of basic life principles. As he wrote:

“Golf resembles life in so many ways. More than any game on earth, golf depends on simple, timeless principles of courtesy and respect.”

He was legendary for taking time to sign autographs for fans. Each of those signatures was legible because he felt that he should show respect to those who asked for one. You won’t find a picture of him shaking hands where he isn’t looking the other person in the eye. In short, he was beloved because he reciprocated that love.

He was able to turn all that love into a business empire. It’s often said that Mr. Palmer didn’t invent sports marketing but that he perfected it. Endorsement deals with Pennzoil, Arizona Beverages, drug companies, and dozens of others, along with his golf course design business generated a lot of money. But he gave back, and his charity work was an important part of who he was. He also mentored younger golfers and wrote a note every week to whomever won on the Tour. He also answered all of his fan mail. In short, he was among the best on the course and unequalled off the course.

What can you learn from him? First, performance counts. The basic product needs to be among the best to make all the other activities important. Second, show respect for your customers and reciprocate their affection. We talk a lot about engagement, and Mr. Palmer engaged the fans, speaking to them directly and not through press conferences. Third, never let anything you do potentially harm your brand. If you lend your brand to another via licensing or joint venture, be sure that the end result enhances what you do and can’t possibly denigrate your good work to that point.

I know of very few people in the sports business who are universally beloved. Mr. Palmer was at the top of that very short list. Rest easy, sir, and thank you for a lifetime of excellence.

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