Leadership Lessons from Golf: 5 Pack

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Leadership Lessons from Life Series

LEADERSHIP LESSONS from

The Game of Golf An 18-Hole Course in Leadership

Peter R. Garber

HRD Press, Inc. • Amherst • Massachusetts

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Copyright © 2006, Peter Garber All rights reserved. Any reproduction of this material in any media without written permission of the publisher is a violation of existing copyright laws. Published by: HRD Press 22 Amherst Road Amherst, MA 01002 1-800-822-2801 (U.S. and Canada) 1-413-253-3488 1-413-253-3490 (Fax) www.hrdpress.com ISBN 0-87425-877-4 Cover design by Eileen Klockars Productions services by PerfectType Editorial services by Suzanne Bay

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About the Leadership Lessons from Life Series The most important and significant things we learn about life are usually basic and fundamental lessons taught to us early on—lessons that we might have forgotten about, overlooked, or simply taken for granted. Even the most complicated leadership theory has as its source something we were taught when we were young. The Leadership Lessons from Life series is designed to remind us of this wisdom and help us apply it to our efforts to become better, more-effective leaders. Each book in the series is devoted to exploring what we learn from significant people or events in our lives as it relates to our professional endeavors. Even the most challenging leadership and management situations can be changed for the better as a result of insights coming from unexpected sources. As you read each book, you will have a new appreciation for this simple wisdom and find new ways to apply the fundamental principles to your professional life and responsibilities. Good luck in your never-ending learning journey. May this Leadership Lessons from Life series make the experience valuable and enjoyable.

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Introduction Can you learn to be a good leader by playing golf? Believe it or not, you can! There are fundamentals and rules in both endeavors that must be followed if you expect to ever keep up with the competition, let alone beat it. There are also right and wrong ways to perform a particular activity that can make the difference between winning and losing. Leaders and golfers must have perseverance and patience if they are to achieve success. Some golfers and managers never learn the importance of those virtues, however. In golf and in business, you have good days and you have bad days. There are times when the ball just won’t drop in the cup, no matter what you do! And there are some customers who will never be satisfied, no matter how long you work at it. What makes the difference between playing the best round of golf you have ever had in your life and playing the worst? Similarly, what makes the difference in business between satisfying the requirements of the customer and losing their business? Leadership Lessons from the Game of Golf explores these differences and what you can do about them.

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Leadership Lessons from the Game of Golf The Course This unique golf course consists of eighteen holes, each one devoted to a principle of management. Like any other 18-hole course, there are a number of obstacles and hazards designed to trip you up or throw you off your game. Play the course by circling “Yes” or “No” after each question or statement. Don’t be too easy on yourself as you answer each question. Be as honest as you can. Then use the scoring key on the page that follows each hole to determine the number of strokes you took to play the hole. A final scorecard is included after the 18th hole so that you can evaluate your overall performance and compare it to “par” for the course. Good luck and hit ’em straight!

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Hole #1 Master the Basics of the Game Par 4 • 305 Yards

Every golfer knows how stressful it is to play your first real round—not to mention intimidating. Trying to remember all the things the instructor told you to do and still make contact with the ball while your friends are watching doesn’t seem like so much fun. Once you learn the fundamentals of the game, however, it all comes down to practice, practice, and more practice. You can be sure that today’s tournament champions spent hours alone at the beginning of their careers trying to remember to keep their head down and to follow through with their swing. There are known best practices, techniques, and procedures in every game or field of endeavor. Analyze the performance of great leaders and you will undoubtedly learn that they attribute their initial success to mastering the fundamentals. Failure to learn the basics before we immerse ourselves in the game is usually the reason why we have returned products, unhappy customers, missed putts, lost balls, red ink, and yes, embarrassingly high golf scores. The basics of every game are always easier to learn in the beginning, before we make mistakes and go looking in the wrong places for the root cause of the mistake. And let’s face it: Bad habits are extremely difficult to break. Besides, they just get in the way of the game. 5

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Scorecard MASTER THE BASICS OF THE GAME Hole #1 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Are you presently striving to master the basics of the “game” at work? YES NO Do you often rely on “gimmicks” to improve your performance, rather than master the basics? YES NO Do your solutions to problems ever fail to address the real root cause of the problem? YES NO Do you commit the resources necessary to learn to do the job correctly the first time? YES NO Scoring key on back

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MASTER THE BASICS OF THE GAME Hole #1 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Are you presently striving to master the basics of the “game” at work? YES = 1 stroke NO = 2 strokes _______ SCORE

Do you tend to rely on “gimmicks” to improve your performance, rather than master the basics? YES = 2 strokes NO = 1 stroke _______ SCORE

Do your solutions to problems ever fail to address the real root cause of the problem? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you commit the resources necessary to learn to do the job correctly the first time? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

_______

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Hole #2 Continue the Learning Process Par 3 • 156 Yards

Learning is a never-ending process. A champion golfer will not stay on top very long if he/she stops learning how to improve their level of performance. A business must also constantly strive to improve the quality of its goods or services. Reaching your goals must be thought of as a continuous journey that never ends. The moment a business, an organization, or an individual believes that nothing more can be done to improve performance is the day they open the door and let the competition come in to defeat them. Continuing the learning process is not as easy as it sounds. When you are first learning how to play golf, it’s always easier to learn the proper technique when the club pro is standing there ready to correct your mistakes than it is when you are out on the course competing with other players. Being able to drive a ball 300 yards on the practice tee will ultimately not help you if you forget everything you learned when you go out and play the game for real. Similarly, teaching everyone in your organization the latest management techniques will not show up on the bottom line unless every individual takes what was learned back to the factory floor or the customer service department and puts it into practice. Make it a habit to master the right way of doing things, and then do things the right way each time you take the metaphorical swing. 9

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Scorecard CONTINUE THE LEARNING PROCESS Hole #2 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you believe there is nothing more you can learn about your job? YES NO Do you continue to learn new things about your job and your field? YES NO Do you apply each and every lesson you have learned to improve your performance? YES NO Scoring key on back

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CONTINUE THE LEARNING PROCESS Hole #2 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Do you believe there is nothing more you can learn about your job?* YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you continue to learn new things about your job and your field? YES = 1 stroke NO = 2 strokes _______ SCORE

Do you apply each and every lesson you have learned to improve your performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

*If you answered “NO” to the first question, take one (1) additional stroke off your score for this hole.

TOTAL NUMBER OF STROKES

12

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Hole #3 Keep Accurate Score Par 4 • 401 Yards

It is an unfortunate but true fact that many golfers fail to keep accurate track of their performance. Some can be very “creative” when it comes to how many strokes they record for a specific hole. It is just as important in business as it is in golf to be honest with yourself about how you’re doing. Keeping score allows you to measure your performance from one day to the next, week to week, year to year. If you do not take an accurate reading, you might be misleading yourself about your level of performance and fail to pick up on critical problems that can ultimately cause you to lose customers. Measuring and trying to improve their game is what keeps golfers coming back for more. What would it be like if we took this performance measurement tool away from a golfer? Let’s say that immediately after each shot, you blindfold the golfer and lead him or her to their next shot. They have no idea how well or how poorly they hit the ball, and no way of getting feedback about their performance. How much enjoyment do you think the golfer would be deriving from the game under these circumstances? Feedback on performance has to be immediate if it is to be useful. Finding out a year later how well you played the seventeenth hole one afternoon last summer didn’t help you

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play the eighteenth hole better. The score has to be accurate, and it has to be immediately accessible if you want to use it to improve your game.

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Scorecard KEEP ACCURATE SCORE Hole #3 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. When it comes to measuring your performance at work, do you keep accurate score? YES NO Do you give others immediate feedback on their performance? YES NO Do you use measurement tools to improve your own performance? YES NO Do you use measurement tools to help others improve their performance? YES NO Scoring key on back

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KEEP ACCURATE SCORE Hole #3 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. When it comes to measuring your performance at work, do you keep accurate score? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you give others immediate feedback on their performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you use measurement tools to improve your own performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you use measurement tools to help others improve their performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

16

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Hole #4 Keep the Game Fun Par 3 • 152 Yards

Why do golfers have so much fun lugging a bag of heavy clubs around for miles and miles on the weekend, just so they can hit an unpredictable little ball and then chase it into tall brush, sand, or water? They enjoy the challenge of trying to improve their performance—that’s why they play. Sharing the golfing experience with others while trying to improve their own game is what the game is all about. Why can’t some of the same factors that make golf so much fun be introduced in the workplace? A day at work will never compare to an afternoon at Pebble Beach, but some of the same principles can be applied. People set their own goals in golf and motivate themselves to achieve them. Wouldn’t work be a lot more fun if we could do the same thing? Most golfers have a continuous-improvement plan—a goal or a score they would like to beat, or a fault they would like to correct. It is this drive for continuous improvement that keeps even the most frustrated golfer counting the days to the weekend to play another round. In the world of work, each person needs to have this same desire to continuously improve. In business as in golf, when the desire is gone, so is the drive or motivation to do your best. You might not quit the game (at least not yet), but it’s not

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likely that you’ll be a full participant. The intrinsic rewards in golf and in work keep people motivated and having fun. Without motivation, you have no fun.

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Scorecard KEEP THE GAME FUN Hole #4 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you set challenging goals for yourself and others at work? YES NO Do you share your successes with your co-workers to help them reach their goals? YES NO Do you have your own plan to motivate employees to continuously improve their performance? YES NO Scoring key on back

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KEEP THE GAME FUN Hole #4 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Do you set challenging goals for yourself and others at work? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you share your successes with your co-workers to help them reach their goals? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you have your own plan to motivate employees to continuously improve their performance? YES = 1 stroke NO = 2 strokes _______ SCORE

TOTAL NUMBER OF STROKES

20

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SPEAKING THE LANGUAGE If you are going to play golf, you must first learn to speak the language. Unfortunately, the language of Golf has few if any similarities to English. For instance, in golf an eagle is not the symbol of our nation’s independence. A birdie is not what small children call their pet canary, and a dogleg is not what holds your puppy up. A handicap is not a physical limitation, but rather a sort of bonus you get for being a lousy golfer. A bogie is not that famous movie actor who started in “Casablanca,” but rather finishing a hole one over par. A mulligan is not your old drinking buddy, but a second chance to mess up your drive. Par does not mean an average amount, but rather the number of strokes assigned to each hole that you supposedly should be able to equal or better if you are worth a damn as a golfer. To make matters even more confusing, a pin is at least six feet tall, a hole is only about four inches deep, and don’t drink from the cup! A wood is sometimes made of metal, and an iron will do nothing for the wrinkles in your shirt. And tee-time is not when the British take their afternoon break to enjoy their favorite herbal beverage! It’s when you are supposed to show up at the course if you expect to be on time for your golf date this afternoon.

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The business world also has a language of its very own, complete with a wide array of buzzwords and new definitions for old terminology. For instance, the expression just-in-time in business has nothing to do with getting to the airport at the very last moment before your plane leaves the gate. It is used to refer to the practice of delivering the products the customer has ordered just when he needs them. The term audit is not only used to refer to that feared IRS investigation of your last five tax returns, but also means monitoring manufacturing or service processes to ensure that quality standards are being maintained. A vendor in business terms is not someone who sells you fish on the street, but a business supplier of materials or services. A root cause is not the damage that a large old tree causes to a homeowner’s property, but the origins of quality-related problems. And a Mission Statement is not a message from missionaries in underdeveloped countries, but rather the commitment goals an organization makes to its clients or customers. Be sure you can speak the language of business!

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Hole #5 Do the Right Things Par 4 • 354 Yards

Do you know of any organizations that have a management plan for continuous improvement? Do you know any organizations that are aware that they have problems, and accept them as part of doing business? Which category does your organization fall into? In golf and in business, we have to not only recognize that there is a problem and seek to solve it, but also to try to establish systems and methods to prevent problems from occurring in the first place. Simply trying harder to do things right is not the answer: If you are not also trying to do the right things, you might only make things worse. It is like the golfer who tries to make up for a bad shot by swinging harder on the next shot. We need to accept the short-term temporary losses, and take the action necessary to make long-term permanent gains. You might lose a few strokes trying to learn to hit the ball correctly, but ultimately you will be a better golfer once you have mastered the proper techniques. What are the tough decisions or actions you are avoiding that could have a positive effect on your performance? Are you taking the easy way out and rationalizing your decisions? If you aspire to be a good golfer, you must learn the right way to play the game, and apply those lessons on every swing. The same

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holds true in business. How much money is lost each year by managers who do what is easiest or expedient, rather than what is most effective?

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Scorecard DO THE RIGHT THINGS Hole #5 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you simply accept problems at work by learning to live with them? YES NO Do you tend to accept short-term losses while you learn to do things the right way in order to achieve long-term goals? YES NO Do you tend to act too quickly without addressing the true root cause of a problem? YES NO Do you find yourself falling back on tried-andtrue ways of doing things, even if they might not be the most appropriate for the situation? YES NO Scoring key on back

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DO THE RIGHT THINGS Hole #5 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Do you simply accept problems at work by learning to live with them? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you tend to accept short-term losses while you learn to do things the right way in order to achieve long-term goals?* YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you tend to act too quickly without addressing the true root cause of a problem? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you find yourself falling back on tried-andtrue ways of doing things, even if they might not be most appropriate for the situation? YES = 2 strokes NO = 1 stroke

_______ SCORE

*If you answered “YES” to this question, take one (1) additional stroke off your final score for the hole.

TOTAL NUMBER OF STROKES

26

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Hole #6 Understand Golf and Business Etiquette Par 3 • 160 Yards

Many people are confused by golf etiquette—it tends to run contrary to the etiquette we use in real life. You are supposed to keep you temper, even if you are playing embarrassingly terrible. This is virtually impossible for most golfers! Golf etiquette also requires other golfers to say something nice to you, even if you made a lousy shot. This too can get on your nerves. When you dribble your drive ten feet off the tee, be prepared to hear things like, “Well at least it went farther than your last shot,” or “At least you won’t lose that ball.” What they really mean to say is You can’t hit the ball worth a darn and it is a pain in the neck playing with you! You might want to make up a list of your own gracious things to say to your fellow golfers, but don’t worry if you have trouble keeping up this facade. On the golf course, your comments don’t have to be true, and you don’t have to mean them! Unfortunately, the competition in business doesn’t worry about being so polite. The rude reality is simply that those who best meet the requirements of the customer will win, and those who do not will lose. Nothing will make the competition happier than to see you quit the game, so don’t expect to be given any encouragement to keep playing or any pointers to help you improve your play. The same individual who was so polite to you on the golf course over the weekend might be on 27

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the phone today trying to take your customers away from you. Do the best you can to treat people the way you want to be treated, but don’t expect too much from the competition off the course!

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Scorecard UNDERSTAND GOLF AND BUSINESS ETIQUETTE Hole #6 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you depend on the “politeness” of others to achieve your goals at work? YES NO Do you listen to the feedback and advice you receive from others concerning your performance at work? YES NO Do you give feedback and advice to others at work that can help improve your co-workers’ performance? YES NO Scoring key on back

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UNDERSTAND GOLF AND BUSINESS ETIQUETTE Hole #6 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Do you depend on the “politeness” of others to achieve your goals at work? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you listen to the feedback and advice you receive from others concerning your performance at work? YES = 1 stroke NO = 2 strokes _______ SCORE

Do you give feedback and advice to others at work that can help improve your co-workers’ performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

30

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Hole #7 Make Good Shots Par 5 • 515 Yards

There are good things and bad things going on at work and on the links. The “bad” things are incorrect, wrong, or inappropriate actions made each day that have negative consequences or cause chain reactions of other undesirable events. When these wrong decisions or actions have to do with basic fundamentals, the problem is much more serious. An incorrect grip on your club can affect virtually every shot you make, from your opening drive to your last putt. In business, one small problem can prevent your organization from being successful, regardless of what efforts are made to correct the problem later on in the process. It is important to identify and address the real root cause of problems if you want to completely resolve the problem and prevent it from reoccurring. On the other hand, good things can lead to more good things. A good golf swing will benefit a golfer on every shot, regardless of club selection, and a good hit off the tee puts you in a better position to hit another good shot. In golf, success creates confidence, which leads to more success and ultimately improves your game. Similarly, success in business can put you in a position of advantage for future successes. Well-satisfied customers are far

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more likely to continue to purchase your product or use your service. They will tell others how pleased they are—and this is the best advertising money can buy. Unlike golf, however, you can turn a bad business shot into a better one (and sometimes even a good one) just by acknowledging that you have made a mistake and asking for an opportunity to make up for it—particularly when it comes to customers. Showing that you are committed to satisfying their needs by going one step beyond rectifying the error in most cases keeps the customer’s loyalty. A positive relationship with your customer allows you to build even stronger relationships in the future.

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Scorecard MAKE GOOD SHOTS Hole #7 • Par 5 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you always try to do the “right things” at work? YES NO Have you identified and addressed the fundamental problems concerning your work that can cause “bad” chain reactions? YES NO Have you identified and addressed the root causes of these problems to prevent them from reoccurring? YES NO Are you consistent in your performance at work? YES NO Can you be counted on to consistently perform well? YES NO Scoring key on back

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MAKE GOOD SHOTS Hole #7 • Par 5 Player:

Directions: Record your “score” for each question in the space provided. Do you always try to do the “right things” at work? YES = 1 stroke NO = 2 strokes _______ SCORE

Have you identified and addressed the fundamental problems concerning your work that can cause “bad” chain reactions? YES = 1 stroke NO = 2 strokes

_______ SCORE

Have you identified and addressed the root causes of these problems to prevent them from reoccurring? YES = 1 stroke NO = 2 strokes

_______ SCORE

Are you consistent in your performance at work? YES = 1 stroke NO = 2 strokes _______ SCORE

Can you be counted on to consistently perform well? YES = 1 stroke NO = 2 strokes _______ SCORE

If you answered “YES” to both of the last two questions, take one (1) additional stroke off your total score for this hole. If you answered “NO” to either of the last two questions, charge yourself two (2) penalty strokes. If you answered “NO” to both questions, charge yourself three (3) penalty strokes.

TOTAL NUMBER OF STROKES 34

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Hole #8 Get to the Green Par 4 • 405 Yards

There are many different ways to reach the green. However, getting there isn’t enough. How we get there and what resources it will take is what often distinguishes the game’s winners from the game’s losers. Experience teaches us that taking shortcuts or cutting corners is not usually the best way to reach a goal. True, the shortest distance between two points is a straight line (and the most-direct route is often the best one to travel), but there are risks to this approach in golf as well as in business: Trying to make up for lost strokes by taking a shortcut across the lake might get you there in fewer strokes, but you risk hitting your ball in the water, adding even more strokes to your score. Have you ever been tempted to try to make up for sagging business profits by making a quick decision on a new proposal or cutting a corner to minimize or even make up for lost revenues? Taking risky management shots often turns out to be disastrous for the manager as well as the company. The best “shortcut” you can take in golf or in business is to identify the root cause of every problem, and then take corrective action to prevent it from reoccurring in the future. Think through the consequences of every decision if you want to get to the green.

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Scorecard GET TO THE GREEN Hole #8 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you tend to take shortcuts or cut corners at work? YES NO When there is a problem at work, do you carefully consider all of the risks involved in the decisions and actions you are contemplating? YES NO Do you take enough time to deal with work problems? YES NO Is your approach to solving problems to first identify the root cause(s) and then to take corrective action? YES NO Scoring key on back

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GET TO THE GREEN Hole #8 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Do you try to take shortcuts or cut corners at work?* YES = 2 strokes NO = 1 stroke _______ SCORE

When there is a problem at work, do you carefully consider all of the risks involved in the decisions and actions you are contemplating? YES = 1 stroke NO = 2 strokes _______ SCORE

Do you take enough time to deal with work problems? YES = 1 stroke NO = 2 strokes

_______ SCORE

Is your approach to solving problems to first identify the root cause(s) and then to take corrective action? YES = 1 stroke NO = 2 strokes

_______ SCORE

*If you answered “NO” to the first question, add an extra penalty stroke to your score. *If you answered “YES,” take one (1) additional stroke off this hole.

TOTAL NUMBER OF STROKES 38

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Hole #9 Pay Attention to Customers and Suppliers Par 5 • 507 Yards

Customers and suppliers rely heavily on the goods and services they provide to one another. Golf also has its customers and suppliers, but not in the way you might imagine. The golfer is the supplier of all the elements and factors that make up the swing, and even the frequency of the swing. But then who is the customer? The answer is the ball! This particular customer is perhaps the most demanding, unpredictable, frustrating, and unforgiving customer in the entire world. The irony of this situation is that this customer is totally “driven” by its supplier. It might perform well for one golfer by staying in the fairway, and yet perform terribly for another by going everywhere but the fairway. Obviously, this customer has very demanding requirements that must be met if the desired performance is to be achieved. Golf balls and customers are valuable, and everything necessary must be done to keep them. Unfortunately, whether it’s golf or it’s business, it doesn’t matter how well you played or met the customer’s requirements yesterday—just how well you are hitting the ball today. Customers and golf balls can be very unforgiving; if you fail to meet their requirements, you will lose the ball and the customer. In the business world, customers also have requirements that must be met. In many ways they are just as driven by 39

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supplier performance as a player is by the ball; if a supplier performs badly enough, he too can lose the ball. Lost balls are occasionally found, and customers lost to the competition sometimes come back, but replacing lost business customers with new ones is not as easy as simply reaching into the bag to get another.

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Scorecard PAY ATTENTION TO CUSTOMERS AND SUPPLIERS Hole #9 • Par 5 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you know who your customers are? YES NO Do you know who your suppliers are? YES NO Do your customers charge you “penalty strokes”? YES NO Have you ever lost a customer by not meeting his or her requirements? YES NO Have you ever picked up a customer someone else has “lost”? YES NO Scoring key on back

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PAY ATTENTION TO CUSTOMERS AND SUPPLIERS Hole #9 • Par 5 Player:

Directions: Record your “score” for each question in the space provided. Do you know who your customers are? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you know who your suppliers are? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do your customers charge you “penalty strokes”? YES = 1 stroke NO = 2 strokes

_______ SCORE

Have you ever lost a customer by not meeting his or her requirements? YES = 3 strokes NO = 1 stroke

_______ SCORE

Have you ever picked up a customer someone else has “lost”? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

42

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Hole #10 Use the Tools of the Trade Par 3 • 178 Yards

If the only tool you have is a hammer, you tend to see every problem as a nail. This popular analogy holds true for golf and management: Golf requires a wide variety of equipment, and each piece of equipment has an intended use. Too often in business, we see only one way of doing things. Sometimes this “one” way is the brainchild of someone in the top level of management, and people in the lower levels of the organization don’t dare challenge it, even though it’s flawed. Business leaders need a variety of tools to improve their management skills. Not unlike golf, there are many resources available. Most of the providers of leadership programs would like you to use their materials exclusively, but be open to other approaches. Like a skilled golfer, you must have a variety of tools suitable for specific situations. If there were really only one best way, then how would you explain the vast array of golf equipment and management training programs currently available?

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Scorecard USE THE TOOLS OF THE TRADE Hole #10 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you tend to see every problem as having the same solution? YES NO Do you use a variety of “tools” to perform your job? YES NO Do you believe that buying new tools or equipment is the way to solve problems at work, rather than learn the correct way to do things? YES NO Scoring key on back

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USE THE TOOLS OF THE TRADE Hole #10 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Do you tend to see every problem as having the same solution? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you use a variety of “tools” to perform your job? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you believe that buying new tools or equipment is the way to solve problems at work, rather than learn the correct way to do things? YES = 2 strokes NO = 1 stroke

_______ SCORE

TOTAL NUMBER OF STROKES

46

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Hole #11 Use All Your Clubs Par 5 • 550 Yards

What helps you achieve success in your organization or in your golf game? Is it a particular club that you hit well with or specific management actions or decisions you routinely make that have a proven record of success? Many golfers have a favorite club that they use every chance they get. This can create problems: Some golfers become dependent on that one club, and consequently become less adept at using others. In a way, these golfers are relying on one tool to support their success. This is where weaknesses in a person’s game become apparent. Reliance on your favorite tool may indeed work well in many situations, but what happens if one day that tool fails to produce the desired results? You might not have backups to support you. How many different clubs or tools are you using? Are you relying on a single one to support your success? Or are you using a variety of tools, each one appropriate for a specific situation or problem? Each tool is designed for a specific purpose, so be sure you select the right one for each problem or situation. The right club used correctly can move the ball a long way toward the green. We need to dig deep into our bag for the clubs we don’t like to use and re-learn how to employ them so that we will be comfortable pulling them out when it is necessary and appropriate to do so. 47

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Be sure to also develop skills and abilities in areas outside your area of expertise and comfort zone. It is important to use a wide variety of management tools and techniques—not just those that we are most comfortable with.

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Scorecard USE ALL YOUR CLUBS Hole #11 • Par 5 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you have a favorite club or job tool you constantly use at work? YES NO Have your lost some of your ability to use a skill because you prefer to use others? YES NO Do you use the right tool for the right situation (the one designed for it)? YES NO Are you content to have a few weak job skills? YES NO Do you try to develop skills and abilities outside your area of expertise? YES NO Scoring key on back 49

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USE ALL YOUR CLUBS Hole #11 • Par 5 Player:

Directions: Record your “score” for each question in the space provided. Do you have a favorite club or job tool you constantly use at work? YES = 2 strokes NO = 1 stroke

_______ SCORE

Have your lost some of your ability to use a skill because you prefer to use others? YES = 2 strokes NO = 1 stroke _______ SCORE

Do you use the right tool for the right situation (the one designed for it)? YES = 1 stroke NO = 2 strokes

_______ SCORE

Are you content to have a few weak job skills? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you try to develop skills and abilities outside your area of expertise? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

50

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SWEARING It has been said that golf is nothing more than a socially acceptable form of swearing. People you would never expect to hear swear words from get pretty colorful when they play golf. It is not unusual to hear a group of players out for a leisurely summer afternoon of fun and relaxation do nothing but cuss, curse, and damn the game they supposedly enjoy with profanities that would make even drunken sailors blush with embarrassment. The really curious aspect of this behavior is that these same people will return the following weekend to get mad all over again. Wouldn’t it be easier and cheaper for them to just stay home and swear in their own backyards? Some golfers even feel that swearing improves their game. A few choice expletives shouted at a putt rolling toward the cup have many times been given the credit for the ball falling into the hole. There is, of course, no scientific evidence to prove this theory, but it’s one that almost every golfer seems to believe in. People also swear in business situations, but this is somewhat riskier. You have to be a lot more careful about what or whom you swear at in an organization than you do when you’re on the golf course. Your clients and customers won’t appreciate being called the same things

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you call your golf ball, even though they deserve it! It might feel really good to tell a stubborn customer, “Just shut up and buy it, you @?%@?%,” but you probably won’t stay in business very long if you do!

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Hole #12 Make Every Shot Count Par 4 • 205 Yards

In golf, every shot costs the same: one stroke. All golfers know this, but many of us concentrate only on improving one or two things. Sometimes the most visible aspects of our game almost get the most attention, such as the drive off the tee. This is the one shot that almost everyone else sees and it is the beginning point of each hole, so it sets the stage for all the shots that follow. But at best, on a typical par-four hole, this shot only represents 25% of the strokes allotted to complete the hole! When we focus only on the drive off the tee, we ignore the other 75% of what goes into completing the hole. These same percentages are often found in business situations. Do you tend to focus on the parts of your job or business that are most visible to others, and basically ignore the other 75% of the job? (Be honest, now.) A good drive off the tee loses its advantage if the golfer’s second shot goes out of bounds. To really achieve excellence in management, you have to hit all the shots and focus on every aspect of your game— not just your favorite parts or the most visible ones. You might do almost everything perfectly, but one mistake can cancel out all the gains you have made. All of the great shots leading up to that point will be worthless if you have one really bad shot.

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Consistency in focusing on improving every aspect of the job might well be one of the most important skills a leader can possess.

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Scorecard MAKE EVERY SHOT COUNT Hole #12 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you concentrate on only certain parts of your job, at the expense of the rest? YES NO Do you pay more attention to the parts of your job that you enjoy the most than you do to the areas that are more important or critical? YES NO Do you consistently perform quality work? YES NO Do you focus more on the “visible” aspects of your job at the expense of other responsibilities? YES NO Scoring key on back

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MAKE EVERY SHOT COUNT Hole #12 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Do you concentrate on only certain parts of your job, at the expense of the rest? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you pay more attention to the parts of your job that you enjoy the most than you do to the areas that are more important or critical? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you consistently perform quality work? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you focus more on the “visible” aspects of your job at the expense of other responsibilities?* YES = 2 strokes NO = 1 stroke _______ SCORE

*If you answered “YES” to this question, take one (1) additional stroke off your score.

TOTAL NUMBER OF STROKES

56

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Hole #13 Create Teamwork Par 5 • 550 Yards

We hear a lot these days about using teams to improve the workplace and the quality of work. We have all seen underdog teams rise to the occasion by giving up individual ambitions in order to work together and support one another in order to defeat a stronger team. Golf is basically an individual sport in which each player plays for his or her own score. There are a few notable exceptions, however. For example, in most company golf leagues, each golfer is part of a team competing against other teams; the individual player’s efforts contribute to overall team performance. In the world of work, individual efforts support the goals and efforts of the organization as a whole. Are these two activities of golf and work really different, when it comes to working as a member of a team? Not at all! Members of ad-hoc teams working on specific projects and divisions or departments responsible for one or more areas of operation share a commitment to the team’s goals and put their efforts toward something that is more important than individual success. Each individual is counted on to contribute his or her best for the collective good, just as golfers in a league or charity event play for a high team score. Working with other

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people toward a shared goal is what makes any activity more enjoyable and satisfying. No wonder team tournaments are so popular!

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Scorecard TEAMWORK Hole #13 • Par 5 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Is teamwork among employees encouraged in your workplace? YES NO Is performance at your place of work measured by team accomplishments? YES NO If a customer (or anyone else) calls your place of work with a complaint, do they hear excuses or blame put on others? YES NO At work, do you view yourself as a member of a team that works together to reach shared goals? YES NO Is work more enjoyable for you and your colleagues as a result of teamwork? YES NO Scoring key on back 59

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TEAMWORK Hole #13 • Par 5 Player:

Directions: Record your “score” for each question in the space provided. Is teamwork among employees encouraged in your workplace? YES = 1 stroke NO = 2 strokes

_______ SCORE

Is performance at your place of work measured by team accomplishments? YES = 1 stroke NO = 2 strokes

_______ SCORE

If a customer (or anyone else) calls your place of work with a complaint, do they hear excuses or blame put on others? YES = 1 stroke NO = 3 strokes

_______ SCORE

At work, do you view yourself as a member of a team that works together to reach shared goals? YES = 1 stroke NO = 2 strokes _______ SCORE

Is work more enjoyable for you and your colleagues as a result of teamwork? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES 60

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Hole #14 Challenge Yourself Par 3 • 177 Yards

What do golf courses and business markets have in common? Quite a bit. Take environmental factors, for example. Every golfer who tees off at any given course is expected to play under the same rules and course conditions as everyone else, with the same advantages and disadvantages related to the weather, the grounds, and so on. The environmental conditions in any given business market are the same for every player there, too: governmental regulations, economic climate, customer demands, and overseas competition impose the same obstacles and problems. An “easy” course or market will attract more players and make the competition more intense. A tougher market, on the other hand, will keep a number of players out of the competition. Both types present inherent challenges. Every golf course and every business market must be approached as if it is the toughest one you have ever competed in. You must challenge yourself to perform at your very best under any circumstance. The more challenging the competition becomes, the more we learn and improve our performance. If we hit the ball consistently well, we can compete on any course and in any market against even the toughest competition, because the course conditions will be the same for everyone. And they will change for everyone, so 61

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learn how to overcome them and never stop improving your performance, even when the course looks easy. If mastering the game were so easy, we would all be on top of the leader board.

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Scorecard CHALLENGE YOURSELF Hole #14 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you get easily discouraged when trying to improve your performance at work? YES NO Do you believe you are playing under the same conditions as your competition? YES NO Do you approach every assignment as if it is the toughest you have ever faced? YES NO Scoring key on back

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CHALLENGE YOURSELF Hole #14 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Do you get easily discouraged when trying to improve your performance at work? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you believe you are playing under the same conditions as your competition? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you approach every assignment as if it is the toughest you have ever faced? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

64

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Hole #15 Face Your Hardest Hole Par 4 • 452 Yards

The toughest hole on the golf course won’t pose the same challenges for every golfer. What is hard for one person might come easy to another (and let’s face it: everything seems hard when you can’t do it well). A big part of becoming successful has to do with confidence; many times we golfers defeat ourselves before we even swing the club, because we think we won’t be able to do it right. The same holds true in the business world: What we think is obtainable limits what we aspire to and work to attain. A market that one business has given up on might be the opportunity of a lifetime for another. Never let your management goals be limited by your fears or doubts. What is your most difficult challenge? What do you need to learn to do better in order to turn the weakest aspects of your game into strengths? What are you doing or not doing that costs you the most strokes or business? Will it make a major difference in your overall performance if you change it? Improving your chip shots might make the green seem to be a lot bigger and easier to hit than you ever imagined. Similarly, learning how to maintain quality standards and prevent problems will make your customers so much easier to get along with. But more importantly, it can give you the confidence you need to take on bigger goals.

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Scorecard FACE YOUR HARDEST HOLE Hole #15 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do the things you can’t do seem to become bigger problems than they really are? YES NO Do you have a plan to improve the weaker aspects of your performance? YES NO Do you think that maintaining quality standards and preventing problems from occurring will make your customers easier to get along with? YES NO Are goals in your organization limited by people’s perceptions of what is obtainable today? YES NO Scoring key on back

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FACE YOUR HARDEST HOLE Hole #15 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Do the things you can’t do seem to become bigger problems than they really are? YES = 2 strokes NO = 1 stroke

_______ SCORE

Do you have a plan to improve the weaker aspects of your performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you think that maintaining quality standards and preventing problems from occurring will make your customers easier to get along with? YES = 1 stroke NO = 2 strokes _______ SCORE

Are goals in your organization limited by people’s perceptions of what is obtainable today? YES = 2 strokes NO = 1 stroke _______ SCORE

TOTAL NUMBER OF STROKES

68

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Hole #16 Maximize Handicaps Par 3 • 189 Yards

Golf is about the only sport that makes accommodations for players of different abilities. It allows people to compete on an equal basis against one another through the use of a “handicap,” which helps the player defeat a better opponent by compensating for differences in ability. There are no formal handicaps in business—no system in place that allows companies of differing sizes and resources to compete fairly against one another, and no “extra strokes.” There are disadvantages when it comes to competition, however; size, resources, experience, or any number of other factors can handicap an organization and hold it back. In the business arena, your competitors might be giving away “strokes” that they are not even aware of. There are many examples of highly successful organizations who were defeated in their markets by companies they never considered to be competitive threats—companies who saw and took advantage of a weakness or misstep. How can an underdog learn how to turn liabilities into strengths? A company’s smaller size might allow it to get closer to the customer, which gives its employees a better understanding of how to meet customer needs. A larger organization, on the other hand, might have more resources to put toward meeting these same requirements. Winners learn 69

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how to maximize their strengths and minimize their weaknesses, and take advantage of every opportunity that is presented to them. There are no true “handicaps” in business or in golf—only opportunities. Each day gives us more chances to improve our performance. All we have to do is recognize and take advantage of these opportunities.

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Scorecard MAXIMIZE HANDICAPS Hole #16 • Par 3 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Does your organization take advantage of every window of opportunity to defeat the competition? YES NO Do you try to maximize your strengths and minimize your weaknesses to take advantage of these opportunities? YES NO Do you constantly look for ways to turn your organization’s “handicaps” into competitive advantages? YES NO Scoring key on back

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MAXIMIZE HANDICAPS Hole #16 • Par 3 Player:

Directions: Record your “score” for each question in the space provided. Does your organization take advantage of every window of opportunity to defeat the competition? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you try to maximize your strengths and minimize your weaknesses to take advantage of these opportunities? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you constantly look for ways to turn your organization’s “handicaps” into competitive advantages? YES = 1 stroke NO = 2 strokes

_______ SCORE

If you answered “YES” to all of these questions, take one (1) additional stroke off your score for this hole.

TOTAL NUMBER OF STROKES

72

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Hole #17 Set Priorities Par 4 • 440 Yards

Goals and priorities change with the times, more or less along a sliding scale. A priority goal that is reached becomes the expected level of performance in the future. This allows us to stretch and meet greater and greater challenges. However, you can’t always depend on this level of performance to be maintained; what seemed so easy to accomplish one day may become elusive or extremely difficult to repeat the next. Reaching the green in the regulation number of strokes to par the hole might be effortless one afternoon and a major accomplishment the next. When we reach the tee, most of us just want to par the hole, but after our drive, the goal might be different. Just let me bogie the hole! After the second shot, it’ll perhaps change again to I just want to double bogie the hole. After the third shot, a new priority: All I want to do is find my ball in the rough, where it went out of bounds. Our goals and priorities in life are constantly changing as well. (If they’re not, you’re probably stagnating.) Your objective must be to put yourself in a position where your priorities and goals are at the highest level possible. In golf and in management, it is critical that we build on our existing abilities so that we learn new and more-important skills and can move on to tackle higher and higher priorities. You need to get to the point where nothing less than a completely satisfied 73

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customer is acceptable performance on your part. If you don’t reach this goal, be sure you understand why. Then do what is necessary to get back on track toward your ultimate objectives.

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Scorecard SET PRIORITIES Hole #17 • Par 4 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do goals that are accomplished today in your organization become the expected level of performance tomorrow? YES NO Do your priorities at work constantly change? YES NO Do you build on your past successes in order to reach more-challenging goals in the future? YES NO Do you regularly review your goals and priorities to make sure they are challenging and appropriate for your current level of performance? YES NO Scoring key on back

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SET PRIORITIES Hole #17 • Par 4 Player:

Directions: Record your “score” for each question in the space provided. Do goals that are accomplished today in your organization become the expected level of performance tomorrow? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do your priorities at work constantly change? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you build on your past successes in order to reach more challenging goals in the future? YES = 1 stroke NO = 2 strokes

_______ SCORE

Do you regularly review your goals and priorities to make sure they are challenging and appropriate for your current level of performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

TOTAL NUMBER OF STROKES

76

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Hole #18 Winning Your Eighteenth Hole Par 5 • 512 Yards

What happens on the eighteenth hole can change the final outcome of a typical round of golf or determine the winner of a major PGA tournament. Everything seems to come down to this single critical hole; it can force a tied match into Sudden Death, in which play continues until a clear victor emerges. Champions learn how to sustain their effort and maintain their focus throughout this gut-wrenching but crucial period. You might be admirably meeting the requirements of the customer for seventeen holes, but if your performance is poor on the final hole, you can lose it all. Producing a product that meets 100% of a customer’s needs won’t do any good if you ship it out late and cause your customer costly delays down the line. Doing things 99% right is not good enough, particularly if that one percent that isn’t met creates major problems for the customer. As a leader, manager, or owner, what is your “eighteenth hole”? Are you doing almost everything right, and forgetting about final details that are critical to your overall management efforts? How can you sustain excellent management for all eighteen holes? Good leaders and good golfers have a strategy for maintaining good performance all the way to the final moments of the game—and then some.

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Scorecard WINNING YOUR EIGHTEENTH HOLE Hole #18 • Par 5 Player:

Directions: Circle “Yes” or “No” for each question. And don’t be too easy on yourself. Be as truthful as you can. Do you sustain your efforts for all eighteen holes? YES NO Are your customers 100% satisfied with the quality of your performance? YES NO Have you identified the critical aspects of your management process that can adversely impact all of your other efforts? YES NO Have you developed plans to make sure that you meet all of the requirements of your customers? YES NO Are you totally committed to meeting all of the requirements of your customers 100% of the time? YES NO Scoring key on back

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YOUR EIGHTEENTH HOLE Hole #18 • Par 5 Player:

Directions: Record your “score” for each question in the space provided. Do you sustain your efforts for all eighteen holes? YES = 1 stroke NO = 2 strokes _______ SCORE

Are your customers 100% satisfied with the quality of your performance? YES = 1 stroke NO = 2 strokes

_______ SCORE

Have you identified the critical aspects of your management process that can adversely impact all of your other efforts? YES = 1 stroke NO = 2 strokes

_______ SCORE

Have you developed plans to make sure that you meet all of the requirements of your customers? YES = 1 stroke NO = 2 strokes _______ SCORE

Are you totally committed to meeting all of the requirements of your customers 100% of the time? YES = 1 stroke NO = 3 strokes

_______ SCORE

If you answered “YES” to at least four of the five questions on this hole, take (2) additional strokes off your Final Score. If you answered “YES” to all five of these questions, take three (3) additional strokes from your Final Score.

TOTAL NUMBER OF STROKES 80

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Leadership Lessons from the Game of Golf FINAL SCORECARD Hole

Par

Hole 1 - Master the Basics of the Game Hole 2 - Continue the Learning Process Hole 3 - Keep Accurate Score Hole 4 - Keep the Game Fun Hole 5 - Do the Right Things Hole 6 - Understand Golf and Business Etiquette Hole 7 - Make Good Shots Hole 8 - Get to the Green Hole 9 - Pay Attention to Customers and Suppliers Hole 10 - Use the Tools of the Trade Hole 11 - Use All Your Clubs Hole 12 - Make Every Shot Count Hole 13 - Create Teamwork Hole 14 - Challenge Yourself Hole 15 - Face Your Hardest Hole Hole 16 - Maximize Handicaps Hole 17 - Set Priorities Hole 18 - Winning Your Eighteenth Hole

Score

4 3 4 3 4 3 5 4

5 3 5 4 5 3 4 3 4 5 Par 71 Your Final Score ______

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Your Final Score

What is your Final Score for this leadership course? Fill in your scores for each of the holes you played on the Final Scorecard (page 85). As you reflect back on your performance, are you satisfied with how well you played the game? Think about those aspects of your “game” that you are most satisfied with, as well as areas in which you need to improve. Ask yourself: • What hole did you play the best? • Why were you able to do so well in these areas? • Which holes did you perform the worst on? • Why did these holes trip you up? • How can you use what you have learned from Leadership Lessons from the Game of Golf to improve the weaker aspects of your game? • How can you build on your strengths and continuously improve your performance?

Summary Golf imitates life. Many of the challenges a golfer faces on the links are identical to those encountered by leaders and managers in the business world. For instance, there are many critically important decisions that must be made in each 82

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activity that can make the difference between success and failure. In both activities, there are certain basic fundamentals and rules that must be followed or you will be penalized. But perhaps most importantly, it is only when we have to continuously strive to improve our performance that the game becomes most challenging and interesting. Setting goals and reaching them is what brings us back to the golf course each weekend, and it’s what allows us to grow personally and professionally. Leadership Lessons from the Game of Golf was designed to help you better understand how many of life’s fundamental lessons outside the workplace apply to our jobs as well. In fact, they can be applied to virtually every aspect of our lives. Think about how these bits of wisdom in this unique course fit into your job. We can all become better golfers and more successful leaders if we make these lessons part of our daily lives. Good luck in your management career and good luck on the course. Remember to keep your eye on the ball in everything you do!

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About the Author Peter Garber, author of the Leadership Lessons from Life series of books published by HRD Press, has worked in the management and HR field for more than twenty-five years. Currently manager of equal employment opportunity for Pittsburgh-based PPG Industries, a Fortune 500 company, he has served as manager of teamwork development, director of human resources, and manager of affirmative action, using his professional experience as the basis for more than 40 books, training aids, and journal contributions. He is the author of fourteen books on management, including the current best-sellers Giving and Receiving Performance Feedback, Turbulent Change, and 10 Natural Forces for Business Success. Peter Garber’s interest is in sharing what he has learned about leadership and performance management with a wide audience of organizational professionals who are searching for ways to be more effective and useful to their organizations. Prior books such as Managing by Remote Control and 101 Stupid Things Supervisors Do to Sabotage Success focused on what works in well-run organizations (and what doesn’t). The Leadership Lessons from Life books show how 21st-century professionals can tap into common life experiences to model and develop leadership qualities and skills at all levels of the organization. Peter Garber holds an undergraduate degree in English and a master of science in personnel and guidance from the University of Pittsburgh and St. Bonaventure University, respectively. He lives with his wife Nancy and daughters Lauren and Erin in the Pittsburgh area. He can be contacted at the following address: Peter R. Garber 210 Edelweiss Drive Wexford, Pennsylvania 15090 (724) 934-3173 Selected titles published by HRD Press: Giving and Receiving Performance Feedback (2004) Learning Points: 80 Activities and Actions for Call-Center Service Excellence (2005) Learning Points: 100 Activities and Actions for E-Communication Excellence (2005) Learning Points: 100 Activities and Actions for Customer Service Excellence (2005) 15 Reproducible Activities for Reinforcing Business Ethics and Values (2005) 25 Reproducible Activities for Customer Service Excellence (2005)

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