Tài liệu Golf and the game of leadership 5 pdf

He called a two-shot penalty on himself for playing his ball from the wrong place.. Tichy, author of The Leadership Engine, comments on the power of values: Winning leaders have turned t

enforced by referees, umpires, and other officials However, some players seem to stretch the rules whenever they can This is espe-cially true in football and basketball The most egregious violation

is the common practice of ‘‘holding’’ one’s opponent, both on the football field and on the basketball court It is often called by officials, and penalties are assessed

It also seems that ‘‘holding’’ is often overlooked When that happens, does the football or basketball player who holds an op-ponent in violation of the rules request a timeout to notify the officials that a penalty should have been called? NO WAY! Foot-ball and basketFoot-ball players do not stand in line to report their violations of the rules Do you think they should?

In contrast to those sports in which players sometimes appear

to be trying to get away with as much as they can, the game of golf expects you to call penalties on yourself As an example, Tom Lehman, a professional since 1982, did just that in the 1997 British Open He called a two-shot penalty on himself for playing his ball from the wrong place

Also, Meg Mallon, playing in the first round of the 1996 LPGA Jamie Farr Kroger Classic, led the field with a 6-under-par

65 During her round, on the 17th green, she had a 15-foot putt die (stop) on the lip of the cup She thought the ball was still moving and so she waited, anticipating it would drop in It did However, in waiting 18 seconds for the ball to drop, because she thought it was moving, she applied the wrong rule The ball over-hung the lip of the cup and therefore was subject to the 10 seconds allowed by rule, without unreasonable delay, to see if the ball would drop She took a score of 4 on the par-5 hole, finished her round, and signed and turned in her scorecard She should have taken a penalty stroke for exceeding the 10-second limitation Following evening conversations with some of her fellow pros, and a sleepless night, she advised LPGA officials of her concern that she may have turned in an incorrect scorecard TV tapes were reviewed and they verified her mistake Meg Mallon was disquali-fied for having signed an incorrect scorecard, the first disqualifi-cation of a tournament leader in LPGA history

Other professionals have reported and been penalized for their violations of the rules of golf It is not uncommon If you

were playing in a local tournament and encountered circum-stances similar to either Lehman’s or Mallon’s, would you report

it and take the penalty?

Making the Tough Call

A high school golf team in the East wins the state tournament title

On the way home from the matches, the team’s coach reviews the scorecards He finds a two-stroke error, which increases his team’s score He reports the error and returns the championship trophy The team is disqualified for having turned in the wrong score What will the coach and team take away from this disappointing experience? As a leader, in a comparable business situation, what would you do? What have you done?

Would You Hire This Man?

A young marine stationed at Quantico, Virginia is advised that a man identified as his elderly father is the victim of a hit-and-run accident The marine is granted emergency leave and arrives at an Atlanta hospital shortly after midnight The duty nurse briefs him

on the condition of his father, who probably does not have long

to live The young man enters the hospital room He sees the old man in his bed surrounded by life support equipment The young man hesitates for a moment and then he pulls a chair over to the side of the bed He sits down, takes the old man’s hand and begins talking to him Every once in a while he feels what could be a tug

of recognition from the hand he is holding

Shortly after 5 .., the old man passes away The marine ends his bedside vigil and advises the nurse of the old man’s death And then he asks, ‘‘Who was that old man?’’

The nurse is stunned, ‘‘Why, he’s your father.’’

‘‘No, he’s not,’’ says the young man ‘‘I never saw him before tonight.’’

‘‘I don’t understand, why didn’t you say so earlier?’’

‘‘Well, it was clear he wouldn’t last long I thought if he felt I was his son it would help him to go peacefully.’’

The nurse, clearly impressed, said, ‘‘That’s so thoughtful Peo-ple just don’t show that much caring for others Why would you

do it?’’

The marine replied without hesitation, ‘‘I was just doing what

my mother taught me She told me that when I grew up I would

be faced with many situations not of my making Sometimes, I would be in the position of being in the right place at the wrong time At other times, I would be in the wrong place at the right time The measure of me, she said, will be how I handle those situations.’’

Do you have some understanding of the values of the young marine? Would he be able to accept and pursue the values of your organization? Would you hire him based on what you know of his values?

Father Knows Best

All golf fans know of Phil Mickleson’s perennial quest for a victory

in a ‘‘major’’ tournament Phil, at this writing, is a twenty-time winner on the PGA tour But he has not won in forty-two at-tempts to capture a ‘‘major’’ title, namely the Masters, the U.S Open, the British Open, or the PGA Championship Some were undoubtedly surprised when he did not play for several weeks leading up to the 2003 Masters The Augusta course is well suited

to Phil’s game strengths and many felt that it would offer him the best chance to win his first major He had even skipped play in the Ford Motor Company-sponsored tournament at Doral, which was unusual because Phil is Ford’s featured PGA personality in its television advertising

Why did Mickleson limit his activity prior to the Masters? Was he injured? Was he working privately to improve his game?

No, he went home to be with his wife as she awaited the birth

of their third child! Johnny Miller, the master of candor in golf

commentary, was quoted in USA Today regarding Mickleson’s

be-havior, ‘‘Maybe he’s a better father than a lot of pros in the past [I know] my career came way second.’’1 What would you have done? I say, way to go Phil, Johnny, and Ford!

Walk-the-Talk

The often-used value phrase ‘‘walk-the-talk’’ poses the need for leadership to match its organizational policies, pronouncements,

and actions In a recent conversation with a strategy planner for a major corporation, I was advised of an equal opportunity problem perceived by the planner

‘‘Our top management is too young! This hurts us now, and will increasingly do so in the future Already we are experiencing

a poor use of older people and a reduction in their morale and motivation A fixation on youth has caused us to devalue the ex-perience and dedication of our longer service employees There is little opportunity for people 45 to 50 and older now, and down the road there will be decreased opportunity for young people We’ve created an imbalance in our human resource structure that threatens future success The environment in the organization, as represented by our practices, doesn’t match up with our pro-claimed equal career development policy.’’ As a leader, what value

do you place on age and experience? Does your organization walk-the-talk regarding its human resource policies and practices?

Noel M Tichy, author of The Leadership Engine, comments

on the power of values:

Winning leaders have turned to emphasizing values for purely practical reasons A typical GE manager [supervises] fifteen

to twenty and sometimes more [subordinates] The point is simple: When you can’t control, dictate, or monitor, the only thing you can do is trust And that means leaders have to be sure that the people they are trusting have values that are going

to elicit the decisions and actions they want.2

Organizational Values

Organizations, large and small, have increasingly recognized the need for, and the power of, values Successful organizations, those that sustain themselves over time, are guided by clearly stated core values that leaders are expected to model and uphold

General Electric, a company that has survived the nineteenth and twentieth centuries and continues its excellent performance

in the twenty-first century, holds the following values:

GE Values Driving a 2lst-Century GE Respecting Always the Three Traditions of GE:

Unyielding Integrity, Commitment to Performance, and

Thirst for Change

■ Passion for Our Customers: Measuring our success by that

of our customers always driven by Six Sigma quality and a spirit of innovation

■ Meritocracy: Creating opportunities for the best people

from around the world to grow and live their dreams

■ Growth Driven, Globally Oriented: Growing our people,

markets and businesses around the world

■ Every Person, Every Idea Counts: Respecting the individual

and valuing contributions of each employee

■ Playing Offense: Using the advantages of size to take risks

and try new things never allowing size to be a disadvantage

■ Embracing Speed and Excellence: Using the benefits of

a digital age to accelerate our success and build a faster and smarter GE

■ Living the Hallmarks of GE Leadership:

■ Passion for learning and sharing ideas

■ Committed to delivering results in every environment

■ Ability to energize and inspire global, diverse teams

■ Connected to workplace, customers and communities in touch with the world’’3

Similarly, General Motors Corporation has an established set

of core values

■ Customer Enthusiasm: We will dedicate ourselves to

prod-ucts and services that create enthusiastic customers No one will

be second-guessed for doing the right thing for the customer

■ Continuous Improvement: We will set ambitious goals,

stretch to meet them, and then ‘‘raise the bar’’ again and again

We believe that everything can be done better, faster, and more effectively in a learning environment

■ Individual Respect and Responsibility: We will respect others

and act responsibly, so that we can work together to meet our common goals

■ Innovation: We will challenge conventional thinking,

ex-plore new technology, and implement new ideas, regardless of their source, faster than our competition

■ Integrity: We will stand for honesty and trust in everything

we do We will say what we believe and do what we say

■ Teamwork: We will win by thinking and acting together as

one General Motors team, focused on global leadership Our strengths are our highly skilled people and our diversity.4

Good Judgment and Common Sense

Joan Magretta in her previously mentioned book, What

Manage-ment Is: How It Works and Why It’s Everyone’s Business, offers

another illustration of the power of commitment to organiza-tional values:

At Southwest [Airlines], values are more important than rules [Southwest] created this plain-English statement of policy:

‘‘No employee will ever be punished for using good judgment and good old common sense when trying to accommodate a customer—no matter what our other rules are.’’5

Values are expressed through individual performance, as in respecting the rules, like Lehman and Mallon did; turning in a trophy you didn’t really win; taking the proper actions when you are in the wrong place at the right time; putting family first like Phil, Johnny, and Ford; walking-the-talk; and establishing and liv-ing organization values like GE’s, GM’s, and Southwest’s In your job or career changes, have organization values played a role in your decisions? Will they if you change in the future?

The Sense of Integrity

The professional golfer’s sense of integrity is enforced during tournament play because everyone is watching Most weekend golfers are not held to the same standard We often end up off the fairway where no one is watching How many opportunities do

we have to kick the ball out of the rough and improve our lie? Are

we tempted to not count a whiff or topped shot that moves only

a few feet? Our golf game often tests our personal honor A little fudging is not a big deal No one is hurt, right? Have you ever played with a ‘‘sandbagger’’ (cheater)? You see them adjusting their lie You know they are not recording all their shots on the scorecard What do you think of that person? Would you, or do you, trust them off the course?

The game of leadership is no different Leaders often find themselves in the rough with no one watching It’s tempting to adjust the figures in a report to improve your lie It won’t hurt to take credit for work that isn’t yours We have seen the actions of leaders who lack the integrity to do the right thing in these and similar situations How effective are they? How many actually get away with it? How do you feel about working with them, or work-ing for them?

In golf, do you look for golfing partners with whom you have shared values? Are you most comfortable working with organiza-tional colleagues who think as you do? Did you choose your orga-nization because its culture, people, and policies are consistent with your values? Does your choice of values lead to satisfaction, enjoyment, and success in the games of golf and leadership?

Do your values also lead to a balanced perspective between work and play? You need to enjoy the game along the way—you know, catch the fragrance of the ‘‘greens.’’

Center Cut

Values define the fairways (boundaries of your actions), and create

a comfortable environment of camaraderie, excitement, trust, and support for the achievement of success The term ‘‘center cut’’ in

golf identifies the position of a tee shot as being right in the mid-dle of the fairway It is never a bad place to be Center-cut values can make you the kind of leader others want to follow and be like Solid values are the foundation for playing any game with integrity They will be emphasized throughout our play on the Global Leadership Course The role of the leader is to ensure that individual and organizational values are respected, prized, ap-preciated, and honored Values-based leadership is virtuous lead-ership, a quality to strive for, an attribute as precious as diamonds

It is truly something to value

The organizational policies and practices you establish or im-plement flow from underlying organizational and personal leader-ship values So do the ‘‘rules of golf,’’ which flow from the values inherent in the age-old game of golf, a topic we address on the next hole

Character is what you do when no one else is looking.

Author Unknown

Quick Tips for Improving Your Leadership

Game

Real leaders typically understand and model the following in their day-to-day actions:

■ Serve your family

Serve your customers

Serve others

You’ll do well in life

■ Take care of your people and they will take care of you Not just those who follow you, but those who lead with you

■ Never say anything about a person who is not present that you would not say in that person’s presence

■ Maintain the highest of ethical standards, that is, integrity, fairness, honesty, and a determination to do what’s right

Play by the Rules

When the leader is morally weak and his discipline not strict, when his instructions and guidance are not enlightened, when there are no consistent rules,

neighboring rulers will take advantage of this.

Sun Tzu, ancient Chinese philosopher

Malcolm Campbell, in his book Ultimate Golf Techniques, writes:

To be a golfer rather than just a hitter of golf balls is to under-stand and respect the values that set the game of golf apart from all others To play golf is to honor traditions and conven-tions echoed over five centuries, and to guard the spirit of fair, consistent and honest competition No other sport de-mands so much of its participants in terms of integrity.1

In a troubled world, the Rules of Golf remain perhaps the only code for which there is universal and voluntary acceptance

38

A Golfer’s Rules Wish List

The following seven rules appeared under the heading ‘‘The Rules

of Golf’’ on a local computer bulletin board in Elkton, Maryland

An author was not credited, though we know of any number of golfers who could have written it

■ Rule 1 ‘‘A ball sliced or hooked into the rough shall be

lifted and placed in the fairway at a point equal to the distance it carried or rolled in the rough Such veering right or left frequently results from friction between the face of the club and the cover of the ball, and the player should not be penalized for erratic behav-ior of the ball resulting from such uncontrollable mechanical phe-nomena.’’

■ Rule 2 ‘‘A ball hitting a tree shall be deemed not to have

hit the tree Hitting a tree is simply bad luck and has no place in the scientific game The player should estimate the distance the ball would have traveled if it had not hit the tree and play the ball from there, preferably from a nice tuft of grass.’’

■ Rule 3 ‘‘There shall be no such thing as a lost ball The

missing ball is on or near the course somewhere and eventually will be found and pocketed by someone else It thus becomes a stolen ball, and the player should not compound the felony by charging himself with a penalty stroke.’’

■ Rule 4 ‘‘If a putt passes over the hole without dropping, it

is deemed to have dropped The law of gravity holds that any object attempting to maintain a position in the atmosphere with-out something to support it must drop The law of gravity super-sedes the law of golf.’’

■ Rule 5 ‘‘Same thing for a ball that stops on the brink of the

hole and hangs there defying gravity You cannot defy the law.’’

■ Rule 6 ‘‘Same thing goes for a ball that rims the cup A ball

should not go sideways This violates the laws of physics.’’

■ Rule 7 ‘‘A putt that stops close enough to inspire such

comments as ‘You could blow it in’ may be blown in This rule does not apply if the ball is more than three inches from the hole, because no one wants to make a travesty of the game.’’