The Power of Outcome Thinking: Whether you believe you can or you can't, you're right
By Harvey M. Weiner, Managing Partner Q. I used to work ungodly hours and members still complained, “The GM's not visible." My family felt neglected. I began judging my selfworth by my vocation. Then, through your column, I shifted the emphasis to the life I want to lead rather than what I do for a living. I've never been happier.
Q. I used to work ungodly hours and members still complained, “The GM's not visible." My family felt neglected. I began judging my selfworth by my vocation. Then, through your column, I shifted the emphasis to the life I want to lead rather than what I do for a living. I've never been happier.
A. Congratulations. You've learned that visibility, or the perceived lack thereof, is really your presence at important times. Invisibility leads to the termination of more club managers than any other factor I've seen in my years of headhunting in this field. Masters of the illusion of omnipresence schmooze through their busy dining room, card and locker rooms, conspicuously park their car in the club's lot, remain through the wedding cake cutting, and greet members at the bag drop or the first tee on weekend mornings. They wisely attend to administrative duties during predictable low member-traffic times. By engaging the members, learning their names and preferences, they signal sincere interest. Winners locate their office in the members' path — with an open door — perhaps just inside the front entrance. A personal observation: an identity defined solely by what we do for a living indicates a need to get a life worth living. The best family present is our presence. By picturing the rewards of balance we learn to pursue proportionality.
A. Realistic club managers learn to tolerate a flawed world inhabited by imperfect people. Directors do commonly manage by exception noting only what's wrong while expecting you to keep things right. Peace of mind will come not from avoiding, but through acceptance of this inevitability. Facts are neutral — neither positive nor negative. How we choose to perceive and react to a given situation keeps us in control. Expect everything to go your way and you'll be shaken by adversity.
A. Human beings, somewhat unique in our ability to learn from the experience of others, are also remarkable for our seeming disinclination to do so. Any other readers want to share their success in achieving board support in redefining their management role? Let me hear from you.
A. Silence is a clue to mature self-discipline, particularly when you have something worthwhile to say and choose to remain actively silent. The discussion in itself may be more beneficial than any conclusion. A directors' unpolished notion, because it’s his, beats your great idea any time. By discovering the power of outcome-thinking you have learned to visualize results before opening your mouth. Savvy managers prepare their officers and chairpeople prior to board meetings so they can knowledgeably participate. Next time we feel compelled to show our brilliance we should question if that's the astute thing to do. The ability to remain silent can be the ultimate self-empowerment.
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