Finding Slope 2 Using Slope Formula 13 26 Answer Key The Secret To Beating Tiger Woods At Golf … And, Its Correlation To Success In Business!

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The Secret To Beating Tiger Woods At Golf … And, Its Correlation To Success In Business!

The game of golf, while difficult to master, can be boiled down to three basic disciplines: 1) The power game [Driving & Iron Play]2) Short game [Finesse / Shots within 100 Yards] and 3) keep.

Success in golf is largely centered on mastering each skill ‘to the best of your ability’ and in doing so, a player’s talent, or lack thereof, becomes apparent.

Ask any golfer, even the pros, and they’ll tell you which three disciplines they excel at and which they find most challenging. More challengingly, they mean the skill in which they are least proficient – ​​resulting in the highest percentage of ‘errors’ in the course.

In the book, Dave Pelz’s Short Game Bible, author and golf short-game guru, Dave Pelz studied the best players on the PGA circuit and compiled some revealing data. In his research, he ignored a player’s swing fundamentals, preferring instead to focus only on the ‘errors made’ in each of the three disciplines averaged over thousands of shots and hundreds of games. More to the point, a player’s performance results.

He found an average error factor of 7-8% when driving professional golfers [including irons]. Their error percentage in short or better games jumped to an astonishing 13-26% and he found the top PGA golfers – at best – had only a 50-50 chance of sinking a six-foot putt. He referred to these figures as a player’s ‘percentage error index’.

It said; Who among us can be surprised to see Tiger Woods with an all-round average error percentage among the pros? The fact is, Woods is a mystery. Like Michael Jordan or Wayne Gretzky, he is a rare blend of above-average talent in the disciplines that count as what sets him apart. [them] from the rest. In Tiger’s case, his ability to consistently achieve high performance results may make him one of the best to ever play the game.

Despite his undeniable abilities, however, experts and golf enthusiasts know that he does not excel at any of the three golfing disciplines. Namely, the latest PGA standings show Darren Clark as the best driver with a 2.9% error factor, Phil Mickelson, the master of the short game, and Ernie Ells as the best with a 1.678 average.

Tiger isn’t the best in any one discipline – currently ranked an astonishing 51st in the putting category. He is still, however, the best in the game and the hardest to beat!

The power of three

Hypothetically speaking, imagine for a moment if the rules of golf were changed, what would happen? What if players were allowed to take a ‘team approach’ to improve their chances of winning? Simply put, Tiger will play with a team of three. Clarke did all the driving, Mickelson worked the irons and Ales only putted.

The answer is not all that mysterious. Tiger Woods won’t stand a chance with the team’s approach and the statistics clearly bear out this prediction. In fact, any combination of three players, one from each discipline [listed in the PGA’s Top Ten] Will overcome Wood’s powerful talent. In the end, the only mitigating factor would be LUCK – a rather ironic twist for those who played against Tiger.

Although the game of golf is and always will be an individual sport, the point that should not be lost here is that if experts were allowed to actually compete as a team, using their dominant strengths, they would automatically improve their winnings- an unbeatable percentage error index. fueled by the potential to become an unstoppable force. To put it more succinctly; Regardless of factors like reputation, temperament or swing-fundamentals, they will get good-performance-results and good-performance results are everything!

Golf strategy and business wins? Where is the relationship?

Few would argue that the entire business landscape has been on a slippery slope for the past three decades. Suffice it to say, a lot changed and a lot of mistakes were made at all levels in all industries. “What have we learned?” Little more needs to be said than to ask.

Over the years I’ve written a great deal about the changes in companies’ markets and sales, the people they’ve hired and how the fundamentals have been anything but static.

Another look in the rearview mirror shows the 1980s as a new ‘technological era’ with computers entering mainstream business. Traditional salespeople were suddenly made redundant due to lack of computer and technical skills. Even though they knew how to sell, that was their fault.

Industries quickly tried to compensate by adopting a new ‘salesman’s model’, affectionately known as a techie to the technical sales-specialist. For some time this strategy seemed to satisfy the needs of savvy frontline salespeople [comfortable] With the ever-changing complexities of new products and solutions in what was rapidly becoming an ever-converging marketplace. That was, however, until the late 80’s when a major flaw in techno marketers was discovered – they couldn’t sell!

Searching for answers as to why profits were falling and customer loyalty was a thing of the past, companies were shocked to find that they had ‘tailors’ and not ‘sellers’ on the frontline. Those in the trenches were endowed with technical knowledge and skills but sadly lacked sales discipline as it clearly contradicted their psychological comfort and expertise – technology.

Lacking the skills to frame a professional sale, customers were left morally unburdened and were free to shop for solutions presented by other tailors for better prices. Sadly, many companies learned this lesson the hard way and did not survive.

In the 1990s, the industry began to work on improving the vendor model, realizing that techno-vendors needed to change if they were to succeed. Generic sales training certainly solves the problem, doesn’t it? And what about natural sellers? Can’t they also be taught to be technical experts?

Well, anything is possible, especially in theory but often in practice, impossible. Lacking good planning and few options, companies spent much of the late 1990s trying to change places where they were asked to do more with less money, time, and resources.

There is no better example than the high-tech industries where, for a time, convergence problems meant that network solvers and telephony providers had trouble even defining their own markets and customers did not mind addressing the challenges faced by frontline vendors. These turbulent times led to great unrest, discontent, high turnover and many corporate casualties.

You may now ask, if this has anything to do with Tiger Woods or the percentage error index?

Unlike the game of golf which is not going to change, business marketing and sales strategies can, should and will.

Team-strategy selling

To find credibility in the changes required for today’s corporate sales strategies, we must first subscribe to Dave Pelz’s ‘Percentage Error Index’ golfing example discussed in this article. Simply put; Tiger Woods, arguably the best player to ever swing a club, will prove he has no competition when challenged by a combination of three PGA top ten players from three disciplines. [Driving, Chipping and Putting]. The statistics are irrefutable.

What we can learn from this is that combinations of contestants who ‘only’ are ‘excellent’ and do nothing else, improve the percentage error index to a level that puts the odds of winning beyond the reach of an individual competitor. – Undisputedly the best too.

Will the same ‘team approach’ strategy, then, achieve the same results for corporate sales? Percentage error index factor, it will prevail? In a word, yes.

Top salespeople, like golfers, have a mix of strengths and weaknesses that ultimately determine how well they perform in each of their respective disciplines. Like Tiger Woods, the culmination of their innate talent puts them ahead of the pack. Like Tiger Woods, their odds of success will be predictably lower as they compete against a team of vertical experts.

“You can’t make a silk purse out of a sow’s ear” or “You can’t change the spots on a leopard” – choose any analogy you want. The lesson to remember going forward in 2003 is that we must stop trying to change the temperament or comfort levels of those we look up to in order to champion future corporate expectations. This does not mean that staff cannot change or improve but it should underline a ‘team strategy’ designed to keep the players in their comfort zone. [intrinsic to them] Using only their natural expertise, the formula is to reduce errors and mathematically increase sales success.

Let frontline sales reps find and gather—create opportunities for potential sales—what they’re good at. Don’t burden them with paperwork. Let them be the team’s quarterback, the coach, if you will. Give them the autonomy to coordinate their approach using a talent-pool of experts blending vertical talent to deliver uncompromising trust and rapport with customers by removing any risk – thereby supporting a positive environment for doing business.

They should be allowed to work as a team, be held accountable as a team and most importantly, be rewarded as a team. It does not mean that wages should be equal. A hospital operating room works as a team but with appropriate compensation for each station.

Players should be clear on their responsibilities and the expertise they bring to cheer on the team. There should be no doubt about individual performance-results-aspirations. ‘Team tactics’ should be respected and practiced just as an actor practices for a part. Make no mistake; Each team player is an actor who confidently plays a confident role with a clear focus on his discipline: a) meeting the needs of the customer, b) neutralizing the competition for their own success, and c) the success of the team and the company.

Bottom line:

Whether in sports or business, performance results continue to be the ultimate challenge, and, defining factor for success. A team approach that uses only each individual’s vertical strengths is a winning formula that clearly ensures victory in competitive corporate markets or links – even when faced with bosses like Tiger Woods.

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