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Golf and the Game of Leadership
The ‘‘Tuesday Group’’
For many years on Tuesday mornings, when our Midwest weather
permits, I have met with Bob Lauer (Mr. Navy), Ralph Rogers
(Speedy), Vince Richard (One-Putt), Dick Rice (Smoothie), Stan
Moyer (Laugh-A-Minute), and Dick Heckman (Lefty) for an early
morning round of golf at historic Ottawa Park. Laid out in 1899,
Ottawa Park is the oldest 18-hole public golf course west of New
York. This narrow, rolling, tree-lined layout tests a golfer’s accu-
racy. It is one of Toledo’s most popular courses. We like it because
it has a lot of character, and quite frankly is not as long as some
other courses we might play.
The ‘‘Tuesday Group’’ does not follow the ‘‘rules’’ listed
above. In deference to our senior amateur status, we make a few
allowances. At each golfer’s discretion, the option of one mulligan
for front- and back-nine tee shots is granted. We also tend to be
generous in the event of the nasty ‘‘unplayable lie,’’ if relief is
requested. We know the rules of golf. We also know we are playing
the game for enjoyment and not to qualify for the Champions
Tour. So, we have a few ‘‘gentlemen’s agreements,’’ which for our
circumstance no less a golf traditionalist than Ben Crenshaw says
are okay. But when we apply ‘‘our special rules’’ we also readily
admit we are not playing to the ‘‘real rules of golf.’’
‘‘Real golfers’’ play by the rules, albeit some with acceptable
‘‘gentlemen’s agreements.’’ Those who do not play by the rules—
that is, those who cheat—are viewed with disdain. Those who
attempt to make their scores appear better than they actually are
rarely go undetected. Similarly, the leader who does not play by
the rules is not exercising ‘‘real leadership’’ and is perceived a
failed leader by his or her followers. Golf is an individual game,

Golfers police the rules themselves. Only if there is a question of
rule interpretation is a PGA official consulted.
As this is written, the PGA Tour is announcing a club-testing
process to ensure the legality of the golf clubs being used in tour
events. The spring-like effect of the new class of ‘‘hot’’ drivers has
allowed many golfers to significantly improve their driving dis-
tance off the tee. Consequently, some people are questioning
whether or not the USGA’s club spring limitations are being met.
All golf clubs and balls are required to meet established specifica-
tions, although golfers generally rely on their manufacturers to
meet these requirements.
The PGA tour will begin using the new test in January of
2004. The test machine will be on-site at all PGA sponsored
events. Interestingly, in keeping with the game’s tradition of integ-
rity, the test will not be mandatory. As always, the players are
expected to be honest and to monitor themselves. Will there be a
need for a whistle-blower? I don’t think so.
Play by Your Own Rules?
Vince Flynn, in his national bestseller Term Limits, illustrates a
different and all-too-often-held view of how to exercise the power
placed in the hands of a leader:
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Golf and the Game of Leadership
Garret’s plan was simple. All he had to do was continue to
portray the president as a victim and hope those idiots over at
the FBI could catch these people. He smiled at how easy it was
to play the power game against principled men like Roach.
While they took the time to decide if a course of action was
right or wrong, Garret worried only about being caught. He

It takes great courage to report misconduct on the golf course,
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Play by the Rules
and even more to do so within one’s own organization. Whistle-
blowers are given a very difficult time. In most cases, it is a David
and Goliath scenario. Yet Cynthia Cooper of WorldCom, Coleen
Rowley of the FBI, and Sherron Watkins of Enron—Time maga-
zine’s ‘‘2002 Persons of the Year’’—took huge personal and pro-
fessional risks to report what was wrong within their respective
organizations. ‘‘In so doing,’’ as reported in Time’s December 30,
2002 issue, ‘‘they helped remind us what American courage and
American values are all about.’’ They reminded all of us that it is
the leaders’ obligation, at all levels, to play by the rules and to
exemplify the highest code of conduct.
It is unfortunate that we have seen, see, and will continue to
see, people who play the leadership game by their own rules. Some
even appear to get away with it. They adhere to the politics of
personal power and not to the politics of the greater good. They
are not real leaders but simply power brokers who by circum-
stance are able to wreak havoc on people and organizations until
they are forced from their positions of power. Many of us at one
time or another have been victims of this kind of person. Two
questions:
1. Are you one of them?
2. Are you playing and/or tending to play the politics of per-
sonal power or the politics of the greater good?
And add a third question:
3. Do you sleep well at night?
The Rules Are for Everyone

I suspect that it was somewhat difficult to work out the forced
distribution. Hopefully, the process generated some thoughtful
insights into your quest to be an even more ethical leader.
Now, if you are interested and brave enough, ask some of
your colleagues or direct reports to rate you using the same forced
distribution. Any difference between their perception of your eth-
ical behavior and your own evaluation is important for you to
know and analyze.
Why Be Ethical?
Why be ethical? Mark Roe and Jesper Parnevik were disqualified
following the third round of the 2003 British Open, which was
played in Sandwich, England on the Royal St. George’s course.
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Play by the Rules
FIGURE 4-1.
Sample leadership ethics assessment.
As a leader, I:
Demonstrate trustworthiness.
Give credit where credit is due.
Promote what is right, not what is safe and easy.
Model honesty.
Demonstrate people matter to me.
Using a forced distribution, rank order the skills from 1 (least
effective) to 5 (most effective), according to the following
leadership effectiveness scale:
1—Least effective
2—Less effective
3—Acceptable
4—More effective

the responsibility for upholding and fairly administering organi-
zational rules, policies, and standards. Often these are not as
simple and straightforward as the rules and courtesies of play as-
sociated with the game of golf. Rather, they are often complex in
their application because we are required as leaders to make deci-
sions that require balancing company needs with employee needs,
budget goals, or business objectives while maintaining human
goals, doing what’s right for the greater good, and being tough yet
fair and compassionate.
Survive the Cut
Leadership decisions can be difficult, even anguishing, at any level
of the organization. A good ethical compass, a code of conduct,
sound values and policies are all needed to guide the leader. Deci-
sions made in difficult circumstance, if thoughtful and well inten-
tioned, will generally come out just fine. Act with integrity, a sense
of fairness, and a focus on doing what is right and you will sleep
well at night.
The first objective of the professional or amateur golfer play-
ing in a tournament is to ‘‘survive the cut.’’ Thursday and Friday
play determines who will play on the weekend. Approximately
half of the starting field survives. The rest go home. The weekend
players earn money whether they finish first or last. Those who
don’t qualify for Saturday and Sunday are shut out.
Organizations also need to play well against the competition,
make the cut to survive, and strive to be at least among the best
at the end of Sunday’s play. Competition for survival and success
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Play by the Rules
is intense. New products and technologies come on the business

payment opportunities for those not eligible for retirement, em-
ployee counseling, resume and job placement services, and health
benefit continuation. Every effort was made to help people work
through individual hardships. Front-line leadership handled dif-
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Golf and the Game of Leadership
ficult, even agonizing situations and did so professionally. They
demonstrated the ability to balance the needs of the business with
the individual needs of their employees. They showed that they
were ‘‘real leaders.’’
A senior O-I executive summed up the O-I struggle with
change with this personal perspective. ‘‘When I left O-I in 1988, I
liked the company less than I had in 1962 when I joined it, but I
respected it more. The international economy and rapidly chang-
ing technology had forced change. A series of capable CEOs and
COOs had directed the change and done it well. Personally, I had
made a good living, had enjoyed my work for the most part, felt I
had contributed significantly to the progress of O-I, and got to
know some of the finest people in the world.’’
Win or lose, you should respect the game. Be proud of how
well you play and what you achieve. And respect and enjoy your
playing partners in the leadership game.
It is critical for you, for all leaders, to have a personal code of
conduct and to perform to a high ethical standard. Your followers
expect and deserve no less from you than integrity, fairness, hon-
esty, trust, and the determination to do what’s right. Such behav-
ior is a requirement of leadership excellence on a personal level.
Remember you are always under the microscope of your obser-
vant colleagues at all levels. As an automotive parts plant manager

we do.
Sound familiar? Ever make any of these mistakes? Are you
making any of them now?
Learn What to Do
Here’s another list of actions. I’ve developed this list based on
my experiences and my observations of ‘‘real leaders,’’ intent on
effectively and ethically playing the leadership game.
Real Leaders
1. Envision and pursue the greater good.
2. Ethically and enthusiastically excite, educate, empower,
enable, and expect.
3. Realistically control and/or influence.
4. Pursue the six C’s: caring, credible, committed, consis-
tent, confident, and courageous.
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