10
Golf and the Game of Leadership
practice the advice and wisdom contained in these pages. It will
help. But, if you really want to excel, you will really believe it in
your heart and gut. You will fall in love with the game! You will
seek to play the leadership game with the dedication of the avid
golfers portrayed in the following examples.
A television commercial played over and over again a few
years ago showed a golfer sitting on a bench in a small
three-sided shelter covered by a roof. He is alone with his
golf clubs. It is raining. No, it is pouring! He continues to wait.
Another golfer arrives. They agree to partner-up. They opti-
mistically observe, ‘‘it’s letting up some.’’ The downpour
continues. They sit on the bench. Waiting.
Roger Maltbie, the TV golf commentator and former PGA
professional, did a television special about the bands of
golfers—especially those in large metropolitan areas—who
vie for weekend tee times at public courses. This includes
waiting for the opening of morning registration by literally
spending the night in line. Pity them and their perseverance
when they suffer the fate of the golfers in the television
commercial.
On balmy weekday afternoons during spring, summer, and
fall, people across the country who are supposed to be
working show up for a round of 18. Sunday church atten-
dance drops with the advent of good golfing weather.
What brings these people out? What causes them to so want
to play the game of golf? In a word, MOTIVATION! Golfers are
motivated by the game they love to play, the game that never
ceases to challenge. There are millions of us. And the numbers
keep growing.

tion. We can pull or push people to do what needs to be done.
Both can be hard work. Both can be unsuccessful. Ideally they will
want to do it, that is, they are internally motivated.
Many leaders believe they have people skills and that they can
use them to motivate others. They cannot! What they can do is
attempt to establish a motivational environment that will, we
hope, influence the desired behavior. Individuals control their
own motivation. You do, so do I. Sure, golfers can be pulled, or
pushed, into waiting for the rain to stop, or waiting in line before
dawn for a tee time, or skipping work to play golf, but they’ve got
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Golf and the Game of Leadership
FIGURE 1-1.
External movement and internal motivation.
1. People can be pulled in a direction.
2. People can be pushed in a direction.
3. People respond to internal motivation.
to want to do it to enjoy it and do their very best. They respond
to an internal motivation, so do your followers.
Herzberg’s Theory
Dr. Frederick Herzberg, who developed a classic theory of motiva-
tion in the workplace, is remembered as one of the most influen-
tial management teachers of our time. In 1995, Herzberg’s book,
Work and the Nature of Man, was listed as ‘‘one of the ten most
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You’ve Gotta Love the Game
important books impacting management theory and practice in
the twentieth century.’’ His 1968 Harvard Business Review article,

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Responsibility
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Growth
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Challenging Work
These factors, together with acceptable hygiene factors, can
result in satisfaction on the job. Achievement and recognition are
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Golf and the Game of Leadership
short-term motivators and need repetition. Awards, promotions,
and merit salary increases are good examples. We appreciate them
but quickly revert to ‘‘what have you done for me lately.’’ Respon-
sibility, growth, and challenging work are longer lasting. Interest-
ingly, motivated people do not necessarily experience all of the
motivational factors. Some can be motivated by the work they do
but not experience growth or added responsibility. Although their
efforts may not be recognized, they are satisfied with their own
measurement of their achievements. For example, many golfers
are motivated simply by the challenge and the joy of playing the
game.
When the motivation factors are not being met, people will
stress the hygiene or maintenance factors. When motivation fac-
tors are met, people tend to view hygiene factors as being less
important. The most powerful motivational factor is challenging
work. If we look, for example, at the auto industry, it is easy to
understand the lack of motivational opportunity offered an as-
sembly line worker. Hence, in that industry people stress mainte-
nance factors. If leaders provide only the hygiene factors they can