Learning from the Links Learning from the Links Learning from the Links Mastering Management Using Lessons from Golf By David K. Hurst (Professional Manager and Fanatical Golfer) Mastering Management Using Lessons from Mastering Management Using Lessons from Golf Golf By By David K. Hurst David K. Hurst (Professional Manager and Fanatical Golfer) (Professional Manager and Fanatical Golfer) Speaker, Consultant and Writer At the Booz, Allen Classic Pro-Am in 2005 The Book
Transcript
Learning from the LinksLearning from the LinksLearning from the LinksMastering Management Using Lessons from
Golf By
David K. Hurst
(Professional Manager and Fanatical Golfer)
Mastering Management Using Lessons from Mastering Management Using Lessons from GolfGolf
ByBy
David K. HurstDavid K. Hurst
(Professional Manager and Fanatical Golfer)(Professional Manager and Fanatical Golfer)
Speaker, Consultant and Writer
At the Booz, Allen Classic Pro-Am in 2005 The Book
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Golf and Management are Taught Using the Golf and Management are Taught Using the Same Same FaultyFaulty Theory of Learning and ChangeTheory of Learning and Change
TheTheMagazinesMagazines
Are the SameAre the Same
•• Well written and fun to readWell written and fun to read•• Stories of the starsStories of the stars--ofof--thethe--hour and their hour and their ‘‘secretssecrets’’•• Assume that thought always precedes actionAssume that thought always precedes action•• All you have to do is follow instructionsAll you have to do is follow instructions……
ManagementManagement GolfGolf
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Imagine what it would be like if your Bossset your golf goals in the same way
that he “helps” you set your business goals
Imagine what it would be like if your BossImagine what it would be like if your Bossset your golf goals in the same way set your golf goals in the same way
that he that he ““helpshelps”” you set your business goalsyou set your business goals
YouYou Your BossYour Boss
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Learning from the Links: Presentation by David K. Hurst
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It’s time to set goals for next year. What do you plan to shoot in an average round on your home course?
Well…O.K., based on past performance and allowing for some improvement it looks like 85…
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That’s totally unacceptable! Par is 72 and we won’t take anything worse than that! What
have you got on the first? It’s a par 4 isn’t it?
Well I don’t have the card filled in hole- by-hole; that was an overall score…I’ll
have to break it down…
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I’ve got a five on the first – it’s tough opening hole and sometimes it takes a
while to get going… Are you crazy? You can’t start that way and hope to shoot par or better…what’s the best
score you ever made on that hole?
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Well I once made a three, but I was playing off the white tees…
See…you can do it! Write in 3!
O.K…if you say so….
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But I’ve never reached that green in two shots; it’s just too far for me…
Now look at the second…it’s a par 5 and you should birdie that!
With the new composite driver you’re getting that will be no
problem. You’re just too negative in your thinking. Write in 4!
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But I haven’t seen the driver yet and it will take some time to get used to it
Nonsense! The manufacturers say it will take strokes off your game right
away and all the pros are using it!
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Well it looks short but it’s a tough dogleg left and I slice the ball…I
usually have a blow-up somewhere on the course and I’ve put it there…
What’s that triple-bogey 7 on the par 4 6th? It looks like an easy hole to me
That’s ridiculous! We can’t stand surprises like that! No doubles or triples allowed under any circumstances! Take
them off the card!
Later…LaterLater……
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That par on the 18th should have been a birdie but we’ll let it go at that for now.
What’s your total score?
Well if I can play like that, I’ll shoot 69!
Later still…Later stillLater still……
Excellent! I like your positive attitude. Submit that number and we’ll watch
you do it hole by hole!
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Maybe I need some lessons…
It’s too late for that now; anyway, we’ve slashed the training budget. You’re on the tee and don’t forget
the incentive plan!
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This kind of goal-setting doesn’t work for golf and it doesn’t work for management!
This kind of goalThis kind of goal--setting doesnsetting doesn’’t work for t work for golf and it doesngolf and it doesn’’t work for management!t work for management!
The ProblemThe ProblemThe Problem
• The stress is on performance instead of learning
• The focus is on results instead of processes
• Senior managers sit as judges rather than coaches
• Stretch performance goals when tied to financial incentives lead to cheating and gaming the system
•• The stress is on The stress is on performanceperformance instead of instead of learninglearning
•• The focus is on The focus is on resultsresults instead of instead of processesprocesses
•• Senior managers sit as Senior managers sit as judgesjudges rather than rather than coachescoaches
•• Stretch performance goals when tied to financial Stretch performance goals when tied to financial incentives lead to incentives lead to cheatingcheating and and gaming the systemgaming the system
Most budgets are tools of organizational repression!Most budgets are tools of organizational repressionMost budgets are tools of organizational repression!!
Learning from the Links: Presentation by David K. Hurst
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First We Need a Better Theory of Learning:the top-down method is too indirect
First We Need a Better Theory of Learning:First We Need a Better Theory of Learning:the topthe top--down method is too indirectdown method is too indirect
Instructor
Expert
Learner
Novice
INSTRUCTIONSINSTRUCTIONS
Learning from the Links: Presentation by David K. Hurst
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Actions create feelings that must be translated into words; and then words have to be translated back into feelings!
Actions create feelings that must be translated into words; Actions create feelings that must be translated into words; and then words have to be translated back into feelings!and then words have to be translated back into feelings!
Instructor
Expert
Learner
Novice
INSTRUCTIONSINSTRUCTIONS
First the expert has to be First the expert has to be able to express what heable to express what he
does in words, thendoes in words, thenissue instructionsissue instructions
and then theand then thelearner haslearner hasto translateto translatewords intowords into
Action!Action!Learning from the Links: Presentation by David K. Hurst
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Learning Gets Lost in Translation!Learning Gets Lost in Translation!Learning Gets Lost in Translation!
Instructor
Expert
Learner
Novice
INSTRUCTIONSINSTRUCTIONS
Learning from the Links: Presentation by David K. Hurst
There are a thousand ways to There are a thousand ways to swing a golf club and each swing a golf club and each one feels slightly different. one feels slightly different. But there are only a few But there are only a few words to describe them. words to describe them.
EveryoneEveryone’’s body is unique; s body is unique; what works for one person what works for one person
often wonoften won’’t work for anothert work for another
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We Need a “Bottom-up” Theory of Learningthat begins with behavior, not thinking
We Need a We Need a ““BottomBottom--upup”” Theory of LearningTheory of Learningthat begins with behavior, not thinkingthat begins with behavior, not thinking
Instructor
Expert
Learner
Novice
Observation and ImitationObservation and Imitation
Timely, specific feedbackTimely, specific feedback
Learning from the Links: Presentation by David K. Hurst
imitation and feedbackimitation and feedbacka.k.a. a.k.a. ““the scientific methodthe scientific method””
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The problem in management is that budgeting mixes up the future (forecasting) with the past
(performance management)
The problem in management is that budgeting The problem in management is that budgeting mixes up the future (forecasting) with the past mixes up the future (forecasting) with the past
(performance management)(performance management)
• Separate the future from the past
• Use rolling forecasts to predict financial results
• Base rewards retrospectively on actual performance
• Compare actual outcomes with competitors and industry
• Use a bottom-up performance improvement approach that focuses on processes and allows people to learn
through controlled experimentation
•• Separate the future from the pastSeparate the future from the past
•• Use rolling forecasts to predict financial resultsUse rolling forecasts to predict financial results
•• Base rewards retrospectively on actual performanceBase rewards retrospectively on actual performance
•• Compare actual outcomes with competitors and industryCompare actual outcomes with competitors and industry
•• Use a bottomUse a bottom--up performance improvement approach up performance improvement approach that focuses on processes and allows people to learn that focuses on processes and allows people to learn
through controlled experimentationthrough controlled experimentationLearning from the Links: Presentation by David K. Hurst
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The bottom line for golfers and managers who want to develop their talent is…
The bottom line for golfers and managers The bottom line for golfers and managers who want to develop their talent iswho want to develop their talent is……
Learning from the Links: Presentation by David K. Hurst
•• There are no quick fixes and no one to copy: you There are no quick fixes and no one to copy: you have to find your own have to find your own ““swingswing””
•• Get a good coach whose teaching style matches Get a good coach whose teaching style matches your learning styleyour learning style
•• Work on only one thing at a time, holding Work on only one thing at a time, holding everything else as stable as possibleeverything else as stable as possible
•• Focus on execution, not outcomes; stay in the Focus on execution, not outcomes; stay in the present, doing what you have to dopresent, doing what you have to do
•• Try to get timely, specific, visceral feedback ; only Try to get timely, specific, visceral feedback ; only perfect practice makes perfectperfect practice makes perfect
•• Things may get worse before they get betterThings may get worse before they get better……
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An Integrating DiagramAn Integrating DiagramAn Integrating Diagram
Developed byDeveloped byDeliberate PracticeDeliberate Practice
Helped byHelped byStrategicStrategic
FrameworksFrameworks
Built byBuilt byCommitmentCommitment
ProcessProcessFocus W
ill
Capability
ACTION!
MustDo
CanDo
CouldDo
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The “Do”
LoopThe The ““DoDo””
LoopLoop
Goal
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This is just a very small sample of the material covered in my book Learning from the Links
This is just a very small sample of the material This is just a very small sample of the material covered in my book covered in my book Learning from the LinksLearning from the Links
I teach on EMBA programs, consult I teach on EMBA programs, consult to organizations and run executive to organizations and run executive
development seminars. Together with development seminars. Together with a golf professional colleague, I a golf professional colleague, I design and run joint golf and design and run joint golf and
management development programs. management development programs.
