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Thursday, September 14, 2017

4 Steps to Answering Sales Objections

The word "no" can be a tough pill to swallow.

In selling, when you're trying to meet a quota, squeeze in an extra deal before the end of the month, or get your bonus, the word "no" is too often interpreted as a sign to run for the hills when, in fact, it should be the exact opposite.

A sales objection is an explicit expression by a buyer that a barrier exists between the current situation and what needs to be satisfied before buying from you. Beyond that, it's an indication that the buyer is engaged, which sure beats apathy.

However, you still have work to do.

When a buyer indicates that he is not ready to buy, don't get discouraged. Use the following 4 steps to overcome sales objections and move closer to the sale.

1.Listen Fully to the Objection 
Your first reaction when you hear an objection may be to jump right in and respond immediately. Resist this temptation. When you react too quickly, you risk making assumptions about the objection. Take the time to listen to the objection fully.

Do not react defensively. Train yourself to ignore any negative emotions you may be feeling, and stay focused on what the buyer is saying and the business problem you are helping to solve. Listen with the intent of fully understanding the buyer's concerns without bias or anticipation, and allow your body language and verbal confirmations to communicate to the buyer that you are listening intently.

2.Understand the Objection Completely 
Many objections hide underlying issues that the buyer can't or isn't ready to articulate. Often the true issue isn't what the buyer first tells you. It's your job to get to the heart of the objection, and then fully understand it and its true source.

To do this, you must ask permission from the buyer to understand and explore the issue. Once explored, restate the concern as you understand it. Sometimes when you restate the objection, the buyer sees the issue more fully, and you get closer to the true source of the objection as a result. Even after the buyer confirms you understand perfectly, ask "What else?" and "Why" questions for clarification. Often it is the answer to that last "What else?" that contains the biggest barrier to moving the sale forward.

3.Respond Properly 
After you're confident you've uncovered all objections, address the most important objection first. Once you work through the greatest barrier to moving forward, other concerns may no longer matter or feel as important to the buyer.

You should do your best to resolve their issue right away. The more you can resolve issues in real time, the greater chance you have of moving the sale forward. If you need more information to resolve a specific concern, you may have to look something up. Don't wing it—buyers can sense that and it creates distrust. Long-winded responses can seem insincere, so keep your responses clear and to the point.

4.Confirm You've Satisfied the Objection 
Once you've responded to the buyer's objections, check if you've satisfied all of their concerns. Just because they nodded during your response doesn't mean they agreed with everything you said. Ask if the buyer is happy with your solution and explain your solution further if necessary. Some objections require a process to overcome, not just a quick answer.

If the customer isn't ready, don't try to force a commitment. Be sure not to accept a lukewarm "yes" for an answer though, either. Many buyers will accept a solution in the moment, but once you're out of sight or off the phone, the objection still remains.

When faced with sales objections, don't lose sight of your goal. Use the steps above to Listen, Understand, Respond and Confirm, and you will strengthen your relationships with buyers, overcome obstacles in the buying process, and move closer to the sale.

To your greater success,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
Mobile: 323-854-1713

We help sales reps and sales organizations accelerate their sales. 

Friday, September 1, 2017


Epic floods are forcing the world to think and act differently. Humanitarian efforts have been taking front stage on the world news. Some of our fellow human beings have been left with no homes, no food, no shoes. Many people affected by these disasters are literally starting over.

I'm constantly amazed at how resilient we humans are. No matter how dire our situations, we strive to right our ships--to establish a sense of normality. We suffer, yet find strength to carry on. We work together. Strangers reach out helping hands. Kindness abounds.

During challenging times, in order to keep our equilibrium, it's important to pause and reflect on what we do have; what is happening that's positive--even the smallest thing; what we're learning from the experience; and to focus just on the next step. Otherwise, it's easy to become overwhelmed and to stall out.

Like the picture of the flower growing in the parched earth, we are resilient. The power is within us to pick ourselves up, to start pulling our lives together (even if they don't look the same as before), and to move forward. It's times like this when we realize what's really important in life and how critical it is to combine efforts to lift up the whole.

"Do what you can, with what you have, where you are." Theodore Roosevelt

Be well,

Peter Mclees
Mobile: 323-854-1713

Sunday, August 13, 2017

Collaboration is harder than just selling

Collaborating with prospects on their buyer’s journey to help them achieve their business objectives is hard work. But it’s easier than just selling.
I’ve written often about the fact that sales is not something that you do to a prospect. It’s a process you go through with a prospect. More than anything, sales is a service that you provide to your prospects.
Prospects rarely want you to sell them exactly what they think they need. You’re the expert. They want you to help them decide which solution represents the best solution for their objectives.
This collaboration with your prospects is hard work. There’s a reason why the word “labor” is the root of the word collaboration. It’s co-work, or co-labor, that ends up helping your buyer achieve the objective of their buyer’s journey: making a good decision to invest in a solution to help them achieve their objectives.
It would be a lot easier to just follow your set sales process and treat all prospects like interchangeable objects. Successful selling is not about taking the easy path. You may think that you can just copy your sales process from one opportunity to the next. But, it doesn’t work that way.
Every prospect is unique and needs to be served accordingly.
It starts with the questions you ask during discovery. They have to engage the interest of the buyer and challenge their current perceptions of what would be the best solution to meet their needs.
Most importantly, your questions have to demonstrate to the prospect that you’re engaged in the collaborative process of helping them move through their buyer’s journey. Too often sales reps have a standard list of questions that they trot out to ask every prospect. In those cases, your prospects usually know that you’re just going through the motions.
How? Because you don’t have perceptive follow-on questions to ask in response to their answers. Remember, it’s not the first question that demonstrates your value to the prospects. It’s all the questions that follow.

Selling is hard work. Ironically, it only makes it harder if you don’t collaborate with the buyer. The extra work you put into each deal, to engage and collaborate with the buyer to help them define and choose the best solution for their requirements, ultimately will increase your conversion rate. You’ll win more orders. While that is extra work, hitting your number is a lot easier than taking the easy path and not getting the order. After all, chasing quota from behind is no place to be.

To your greater success,

Peter C. Mclees, Sales Coach and Trainer
Smart Development
Mobile: 323-854-1713

We help sales reps and sales organizations accelerate their sales. 

Saturday, August 12, 2017

Give Feedback Like A Fighter Pilot

Rapid-cycle feedback leads to better observations and smarter decisions. 

Feedforward is a unique approach to giving feedback that improves performance, boosts productivity, and keeps teams on track. Unlike traditional feedback, feedforward is timely, continuous, and focused on development – a refreshing change from the typical feedback fare that rarely makes a positive difference or offers much insight about how work gets done. 

In a survey of 30,000 employees, only 29% claimed to know if they were doing a good job based on reviews from their bosses. CEB research found that more than 9 in 10 managers are dissatisfied with how their companies conduct annual performance reviews, and almost 9 in 10 HR leaders say current appraisal models don’t yield accurate information. When it comes to helping others succeed, traditional feedback hardly draws rave reviews.

For a clearer view of performance, we should model feedback on the iterative process used by F-16 fighter pilots.  Their unconventional approach to decision-making relies on rapid-cycle observation and assessment using a so-called OODA loop. Developed by Col. John Boyd during the Korean War, the OODA loop consists of four actions: observe, orient, decide and act. To gain insight and advantage during combat, fighter pilots scan for relevant information (observe), use past experiences to manage fast-changing conditions (orient), establish a working hypothesis (decide), and test their assumptions (act). Because it’s loop, there’s no definitive start and end point – just a continuous process of gauging, deliberating, and responding to events as they unfold.

The strategic purpose of an OODA loop is to decode the environment before the enemy does, then move swiftly and decisively for competitive advantage. During an aerial engagement, pilots “read” their opponents’ movements, then initiate a sudden and deceptive maneuver meant to confuse them. As the enemy scrambles to regain position, fighter pilots quickly re-orient by once again sizing up their environment. They observe and interpret events in real-time, weigh future moves against prior knowledge, and waste little time acting on new assumptions.

As a military tactic, Boyd’s OODA loop is devastatingly effective at beating the competition by anticipating and overcoming an opponent’s frame of reference. But it can also improve the quality of our everyday work through highly responsive, observation-rich feedback built on agility, adaptation, and action. By deploying a similar array of rapid maneuvers, fluid observations, and decisive moves, managers can deliver the kind of targeted feedback that helps workers reach new performance heights. 

Here’s how:

Limit your feedback field. Good managers know that feedback works best when it’s shared freely and frequently. But a key challenge is knowing how to create a frame and filter for that information so that it is most helpful to the person receiving it. During their initial observation, F-16 bombers scan for specific cues that can lead to a tactical advantage. They create a visual field and quickly sort out crucial details. The same selective lens should be applied when monitoring the performance of employees – the sharper the target, the better the view. Look only at the details that matter and sideline those that don't. As brain research shows, selectivity encourages more careful observation, prevents mental lapses, and reduces errors in judgment – making feedback richer, relevant and more reliable.

Aim for alignment. The main thrust of an OODA loop is orientation, the stage where pilots merge new information with past experiences. It’s here that patterns are detected and mental models are constructed. This context-building framework ties together events that are still developing with those that have already been determined. Doing the same for reviews is equally beneficial. Instead of dwelling on events that can't be changed, managers and reports should hold aligned conversations that link past performance with future work goals, creating a forward-looking feedback narrative meant to encourage employees, not merely critique them. Widening the scope of feedback to include a focus on development may also push aside appraisal bias, also known as the idiosyncratic rater effect, or the tendency of raters to favorably recognize performance that resembles their own.

Make it action-ready. F-16 pilots don’t have the luxury of time. Once they gather observations and orient themselves to current conditions, they must act quickly or risk losing their operational edge. Following through on feedback may lack that kind of urgency, but managers can nudge others towards action by keeping their message clear, direct and focused on near-term success. Start by creating an uncomplicated plan to address areas where employees may be falling short and the steps they can take to demonstrate improvement. Like the OODA loop, these moves should be actionable and observable, with a premium on simplicity. Piling on too many performance goals can lead to decision fatigue, which research has shown to dull cognitive processing and impair rational judgment – making it even harder to achieve lasting behavioral change.

Managing feedback with a rapid-cycle emphasis on seeing, aligning and doing can help lead to performance breakthroughs, especially when employees are brought into the process. It can lift appraisals above the usual constraints of ratings and reviews and provide a decision-making structure for dealing with highly charged, sensitive situations. Most importantly, it keeps the focus on the future, where potential still resides. Like flying a fighter jet, giving effective feedback isn't easy, but it doesn't have to throw us for a loop.

To your greater success,

Peter Mclees, Leadership Coach and Trainer
Mobile: 323-854-1713

P. S. Smart Development has an exceptional track record helping ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Saturday, July 29, 2017

How to Be A Great Leader

Armed with engagement surveys and research, a few colleagues and I set out to learn what’s different about the people who lead America’s best workplaces. Our goal was to escape from management theory and consultant jargon and break leadership down to its most universal elements.  Companies recognized as America’s Best Places to Work blogs and articles were researched. 




Whether you’re leading a huge company or a small team, you need to be able to communicate an inspiring vision of the end goal. Leading implies movement from here
to there. Great leaders envision and communicate the destination. What’s your purpose? Sit down and write out your vision, the end goal. This will become a rallying cry so prepare to communicate your vision again and again.
Without vision, you can’t lead; you can only wander.



In an uncertain world, people are hungry for clarity. Great leaders see the trip in their minds before they leave and plan for the road ahead. Your people want to know how their role specifically supports the greater vision. Sit
down with each member of your team and help them
understand how they fit into the mission.



Great leaders are willing to take prudent risks on their way toward the destination. You’ll need to make tough choices about which shortcuts are worth exploring and which shortcuts are too risky.



Great leaders are great problem solvers. You need the ability to recognize and address a problem before it becomes an emergency. You’ll need to be a fair mediator when conflict arises between members of your team. And great leaders never tolerate a bad crew member. Think about your team, are their people who are threatening your journey?



As you confront problems, change course and explore new ground, you’ll also need to gather feedback and learn from your mistakes. Never get comfortable; complacency
is the beginning of the end for many leaders. You should always be challenging the status quo and looking for
opportunities for improvement.



You might be leading a journey through uncharted territory; but you can always learn from other expeditions. Study the competition and those that have gone before. Seek out ways to learn about what stands between you and the goal. Understand the financial implications of your decisions relative to the budget for your journey. Don’t expect people to follow you if you’re not an expert – or at least on your way to becoming one.



And since leadership is all about creating postive change, leadership is fundamentally tied to innovation. Maybe innovation is your end goal (like a new product or service). Or maybe it’s a new way to get to your end goal (like the compass was for ancient mariners). Either way, leaders must constantly look for innovative ideas and solutions.
They develop a ‘culture of innovation’, an environment that encourages and rewards innovation. And most importantly, great leaders are good at picking which innovations
to pursue.



Great leaders set and communicate aggressive goals. They are able to manage priorities during hard times and point their people toward the most worthwhile problems. The best leaders understand that they cannot do it all; they delegate responsibilities to their team and hold their team accountable for the results.



Don’t subscribe to the trust-your-gut school of leadership. Great leaders make data-driven decisions. They collect and analyze the right data to make sound decisions. They look at all their options and balance short and long-term considerations when making judgments.



At times you will feel isolated, even from the members of your own team or inner circle. It can be tempting to hole up in your ivory tower, mapping out strategy. But great leaders maintain their focus on the client. They get out into the field to intimately get to know their customers’ needs. They develop and encourage strong relationships with customers. And they successfully prioritize customer requests.



Great leaders know there’s a ceiling to what they can get done alone – so they need to surround themselves with great people to leverage their effectiveness. Great leaders don’t stack their team with weak players in order to cement their leadership; they surround themselves with the best players they can find.



But you don’t need to be a motivational speaker to inspire your team. That’s because actions talk louder than words. You’ll get the best commitment from your team by setting an example for your team. When they see your energy and enthusiasm in pursuit of the vision, they’ll be inspired to follow suit. 

Intrinsic rewards like feeling valued and pursuing a worthy goal are often more motivating than extrinsic rewards like cash or other concrete benefits.



What builds trust? Honesty (telling the truth) and integrity (keeping your promises) are vital to earning and maintaining trust. Then sit down and listen to your
people. Get to know their skills and interests —repeat it back to them so they know you’ve heard. Do it because it’s the right thing to do — and also because you’ll earn their trust.



They connect their followers to one another. They tear down barriers to collaboration. They bring together teams and people to drive results. They develop collaborative partnerships to make things happen. And they evangelize the vision across this network of connected followers, teams and partners. What more can you do to connect your followers in order to create new opportunities?



How do you retain your best people? First, genuinely acknowledge your people for great work. Sometimes that means publicly, but authentic recognition also happens one- on-one; it means pulling them aside to say “I noticed what you did. And it was awesome.” The key to retaining your best people is demonstrating genuine care and concern for them and proving your commitment to creating a great workplace.

Sometimes what gets left off a list is equally as interesting. A sampling of leadership skills that were discarded by leading HR executives were:
financial acumen, global perspective, and executive presence. Perhaps these were too narrow to apply to broad leadership teams. Or perhaps they represent
a generation of management competencies that have been left behind. 

What we learned is that the 15 elements above are the great separators. They are the characteristics that distinguish adequate from awesome.

As you think about how you’d grade in these 15 competencies, pick one or two to focus on. Progress comes to those who focus on one skill at a time.

Get feedback from your peers and direct reports. Find someone in your company or community that’s widely recognized for excellence in the competency you’re focused on — and buy her lunch. Once you’ve mastered one, move on to two. 

Excellence happens one step at a time


To your greater success,

Peter Mclees, Leadership Coach and Trainer
Mobile: 323-854-1713

P. S. Smart Development has an exceptional track record helping ports, sales teams, restaurants, stores, distribution centers, food production facilities, nonprofits, and other businesses create a strong culture, leadership bench strength, coaching skills and the teamwork necessary for growth. Having worked with several companies throughout their growth cycle, we have valuable insights and strategies that would help any late stage startup, small or medium sized company achieve sustained growth and prosperity.

Sunday, July 23, 2017

French and Raven's Five Forms of Power--Understanding Where Power Comes From in the Workplace

Do you know the source of your power?

Think of a leader you've known who relied on his or her ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowned expert in his field, or who you really admired for his integrity.

How did it feel to work for these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of her power. And her power need not come from her official status or title.

Social psychologists John French and Bertram Raven studied this phenomenon more than half a century ago. Despite its age, their research can still help us to understand why some leaders influence us, how prepared we are to accept their power, and – if you are a leader – how you can develop new power bases to get the best from your people.

Understanding Power

In 1959, French and Raven described five bases of power:

  • Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
  • Reward – This results from one person's ability to compensate another for compliance.
  • Expert – This is based on a person's high levels of skill and knowledge.
  • Referent – This is the result of a person's perceived attractiveness, worthiness and right to others' respect.
  • Coercive – This comes from the belief that a person can punish others for noncompliance.

Six years later, Raven added an extra power base:

Informational – This results from a person's ability to control the information that others need to accomplish something.

By understanding these different forms of power, you can learn to use the positive ones to full effect, while avoiding the negative power bases that managers can instinctively rely on.

The Bases of Power

Let's explore French and Raven's bases of power in two groups – positional and personal.

Positional Power Sources

Legitimate Power

A president, prime minister or monarch has legitimate power. So does a CEO, a religious minister, or a fire chief. Electoral mandates, social hierarchies, cultural norms, and organizational structure all provide the basis for legitimate power.

This type of power, however, can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear, because people were influenced by the position you held rather than by you.

Also, the scope of your power is limited to situations that others believe you have a right to control. If a fire chief tells people to stay away from a burning building, for example, they'll likely listen. But if he tries to make two people act more courteously toward one another, they'll likely ignore the instruction.

Reward Power

People in power are often able to give out rewards. Raises, promotions, desirable assignments, training opportunities, and simple compliments – these are all examples of rewards controlled by people "in power." If others expect that you'll reward them for doing what you want, there's a high probability that they'll do it.

The problem with this power base is that it may not be as strong as it first seems. Supervisors rarely have complete control over salary increases, managers often can't control promotions by themselves, and even CEOs need permission from their boards of directors for some actions. Also, when you use up rewards, or when the rewards don't have enough perceived value, your power weakens.


The exceptions to this are praise and thanks. We love to receive them and, best of all, they're free to give!
Coercive Power

This source of power is also problematic, and can be abused. What's more, it can cause dissatisfaction or resentment among the people it's applied to.

Threats and punishment are common coercive tools. You use coercive power when you imply or threaten that someone will be fired, demoted or denied privileges. While your position may allow you to do this, though, it doesn't mean that you have the will or the justification to do so. You may sometimes need to punish people as a last resort but if you use coercive power too much, people will leave. (You might also risk being accused of bullying them.)

Informational Power

Having control over information that others need or want puts you in a powerful position. Having access to confidential financial reports, being aware of who's due to be laid off, and knowing where your team is going for its annual “away day” are all examples of informational power.

In the modern economy, information is a particularly potent form of power. The power derives not from the information itself but from having access to it, and from being in a position to share, withhold, manipulate, distort, or conceal it. With this type of power, you can use information to help others, or as a weapon or a bargaining tool against them.

Personal Power Sources

Relying on these positional forms of power alone can result in a cold, technocratic, impoverished style of leadership. To be a true leader, you need a more robust source of power than a title, an ability to reward or punish, or access to information.

Expert Power

When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others, people will listen to you, trust you, and respect what you say. As a subject matter expert, your ideas will have value, and others will look to you for leadership in that area.

What's more, you can expand your confidence, decisiveness and reputation for rational thinking into other subjects and issues. This is a good way to build and maintain expert power, and to improve your leadership skills.

You can read more about building expert power, and using it as an effective foundation for leadership, here.

Referent Power

Referent power comes from one person liking and respecting another, and identifying with her in some way. Celebrities have referent power, which is why they can influence everything from what people buy to which politician they elect. In a workplace, a person with referent power often makes everyone feel good, so he tends to have a lot of influence.

Referent power can be a big responsibility, because you don't necessarily have to do anything to earn it. So, it can be abused quite easily. Someone who is likeable, but who lacks integrity and honesty, may rise to power – and use that power to hurt and alienate people as well as to gain personal advantage.

Relying on referent power alone is not a good strategy for a leader who wants longevity and respect. When it is combined with expert power, however, it can help you to be very successful.

Key Points

In 1959, social psychologists John French and Bertram Raven identified five bases of power:

And, six years later, added an extra power base:

Anyone is capable of holding power and influencing others: you don't need to have an important job title or a big office. But if you recognize the different forms of power, you can avoid being influenced by those who use the less positive ones – and you can focus on developing expert and referent power for yourself. This will help you to become an influential and effective leader.

Apply This to Your Life

Go through each power base and write down when and how you've used it.
Ask yourself if you used the power appropriately. Consider the expected and unexpected consequences, and decide what you'll do differently next time.

Think about the people who have power and influence over you. What sources of power do they use? Do they use their power appropriately?Where necessary, develop a strategy to reduce someone else's illegitimate use of power over you.

When you feel powerless or overly influenced, think about how you could regain your own power and control. After all, you're never without power. Aim to be more aware of the power you have, and use it to get what you need – humanely.

All the success,

Peter Mclees, Leadership Trainer and Coach
Mobile: 323-854-1713

Smart Development  specializes in helping managers coach employees so they can and will contribute in greater ways to key organizational imperatives.

Call or email us today for more information on how we’ve helped other companies improve the coaching skills of their management team.

7 Leadership Lessons that can be Learned on the Golf Course

There are so many things can be accomplished on the golf course. For centuries it has served as a great place to sell, network, spend time with friends, or just take in the day.
Golf is a hobby to many, they play the game passionately and with high expectations even though for many it is played only sporadically. These high expectations combined with passion can also yield immense frustration as golf is an incredibly difficult game for even the most avid player. However, it often takes only a single great shot to makes all the pain and adversity entirely worthwhile. Ultimately it is what will keep you coming back to the links for years to come.
Leadership can be the same way. Those who are most active at it are often doing it out of passion and a desire to improve (self or others). This desire to change, inspire, and impassion can deliver amazing results one day only to bring dismal results the next. Nevertheless, when leadership and passion are a part of your DNA, quitting is never an option. So the choice becomes to persevere and to be a life long learner.
The lessons in leadership can come from many places. The classroom, conferences, the office, or from friends and family. I have learned from all of those places. I have also learned some lessons about leadership from my friends who are avid golfers. The following seven are the most impactful ones so far.

1. Sometimes you have to “Grip and Rip”

When it comes to leadership, sometimes we need to take some risks and go big. The safe shot to the landing area may keep you in play, but if it is going to take an eagle to achieve success, laying it up isn’t going to cut it. When these times come, you need to know it in your gut and then you need to grip it and rip it!

2. Other times it is best to “Lay Up”

Leadership is often about balance. And above we talk about going after it, but a strong leader does realize that there are times where the lay up is the best shot. When the risk/reward equation does not show a benefit in going “Pin Seeking” you need to realize that the center of the green/fairway is a good place to be, and Par is a good score (all the time).

3. The majority is in between your ears

A big part of being a leader is instinct. When you get on the course, put away the gizmos and gadgets and focus on the game. You cannot fix your swing on the course, that is what the practice range is for. In leadership, when you are in the middle of the fire, you need to react based on your experience and your gut. It is certainly not the time to “Do More Research.”

4. “Drive for Show and Putt for Dough”

As a leader, do not get wrapped up in the idea that the little things don’t count. Talk to all of the PGA professionals that have missed 2 foot putts costing them tournaments and money. That is where the “Putt for dough” phrase comes from. You see amateurs at the range all of the time banging drives, but never practicing their short game (chipping/putting) When you do the little things right, many of the bigger things become more clear and fall into place. While good driving and good putting help you to play a better overall game; if you are going to choose one or the other, make sure you are doing the little things right.

5. Recovery is a big part of Success

Failure is a part of any strong leaders CV. If not, you either aren’t really leading or you haven’t been doing it long enough. On the golf course, bad shots happen. The question is are you going to hit another bad shot because you are busy thinking about the shot before? In leadership it is the same, you have to quickly learn from your failure and put it behind you. If not, the mistakes become exponential and as a leader it can cost you dearly.

6. The ups and downs are “Common”

Many golfers can tell you about their low rounds and their hole in ones. These are the up moments. In leadership this is when the cards fall in place and success follows. Golf is a tough game and you can have your best and worst days in succession. Some days the ball bounces your way and other days it bounces into the water. This lesson transcends within leadership that results are never a guarantee, and sometimes a little luck can make a big difference! You have to learn to take in the bad with the good.

7. Improvement and Mastery are not the same thing!

Neither golf nor leadership can be mastered. We can make strides in self improvement through practice, action, and experience, however the idea of becoming a master is futile. Seek the former and ignore the latter. When you hit the pinnacle (not the brand of ball) in either golf or leadership there is always further to go if you so choose to continue the journey.
In Conclusion
  • So grab your Driver and go for it, unless of course laying up is a better option.
  • Be sure to use your brain, but not over think it because leadership is in your heart as much as your mind.
  • Keep your vision big, but focus on the little things so they don’t become a nuisance
  • When you hit a bad shot, don’t mess up the next 3 while dwelling on it because ups and downs are part of leadership.
All the success,

Peter Mclees, Leadership Trainer and Coach
Mobile: 323-854-1713

Smart Development  specializes in helping managers coach employees so they can and will contribute in greater ways to key organizational imperatives.

Call or email us today for more information on how we’ve helped other companies improve the coaching skills of their management team.