Today, the less-than-stellar economy represents a real hazard. How you respond will, to a large extent, determine your success. That response could be anything from pursuing new equipment opportunities for electric vehicle charging systems or compressed natural gas (CNG) fueling to going deeper on service to o;set declining construction revenue.
1. Pencil in Your Score. Valas once ;lled in all 18
holes on her scorecard before she and Mayberry
began their round. When asked what she was
doing, Valas responded that she was setting goals
for what she wanted to shoot on each hole. Just as
a player practices on the putting green before
actually playing the course, you must have a plan
of action in business if you hope to succeed.
The more the pressure is on, the harder it is to
putt—or to make sound business decisions. And
circumstances don’t “care” how much pressure
you’re under. A golfer who practices putting before
going on the course is essentially planning how
he will stroke the ball, judge the speed and play
the breaks when it really counts.
In a similar way, each organization should set small
goals and targets that, when met, will contribute
to the larger objectives of the company.
2. Play From the Right Tee Box. Pro golfers always
play from the black tee box—the farthest and most
dif;cult. A less experienced amateur or beginner
may play from the easier brown, blue, white or
even green tees. Knowing how far you can hit the
ball—what your capabilities are—is crucial to a
Just as you must start from the right tee box, you
also must use the right club. It is hard to hit a
driver straight, but when you do, the ball goes a
long way. A shorter club (while not hitting the
ball as far) may provide more accuracy.
A business needs to select the right employees
in the same way a golfer needs to select the right
club—which is why Mayberry asks owners to
consider two questions: “Do you have the right
people on your team?” and, just as important,
“Is your team going in the right direction?” In
answering these questions honestly, some business
owners may decide that changes are in order. A
new management or technical team. Reorganizing
the service department. More or better training
on new technologies. Additional customer
3. Deal With the Hazards. In golf, the hazards are
clearly marked: red stakes—rocky area; gold stakes—
water; or white stakes—out of bounds. Businesses,
of course, face their own hazards. Today, the less-than-stellar economy represents a real hazard.