Everyone Needs a Caddy

By Joe Tyney

The format of eighteen holes (chapters) par 72 begins with a brief story on the game of golf, half a page or less, followed by an illustration of this concept in the actual Game of Life, finishing with a “Holing Out” conclusion. Some chapters are longer (par 5s), while others are shorter (par 3s), providing a unique approach. The principles outlined in the book would equally apply to individuals or organisations, large or small.

• Language: English
• Publisher: Xlibris AU
• Release date: Apr 27, 2018
• ISBN: 9781543408607

Joe Tyney

Joe has had extensive experience in leading, mentoring, coaching and supporting organizations both in Australia and overseas. His earlier experience was as a School Principal, Superintendent of Schools, Regional Director of Education and University Lecturer (Australia and overseas) For the past 20 years, he has been a mentor / coach in his own business and for a time with Carnegie Management Group, working with individual CEOs and Senior Executives in the areas of leadership, culture and aligning outcomes with expectations to maximize results.

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Copyright © 2018 by Joe Tyney.

Library of Congress Control Number:   2018905063

ISBN:                  Hardcover                978-1-5434-0862-1

                            Softcover                  978-1-5434-0861-4

                            eBook                       978-1-5434-0860-7

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

Any people depicted in stock imagery provided by Getty Images are models, and such images are being used for illustrative purposes only.

Certain stock imagery © Getty Images.

Rev. date:  04/26/2018

Xlibris

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Contents

Introduction

The Game Of Golf

Hole 1 (Par 4) Why Would You Want To Play?

The Game of Life

Visualisation

The Game Of Golf

Hole 2 (Par 5) Getting Started

The Game of Life

Preparation

The Game Of Golf

Hole 3 (Par 4) Teeing Off

The Game of Life

Confidence

The Game Of Golf

Hole 4 (Par 4) The Mental Game

The Game of Life

Attitude

The Game Of Golf

Hole 5 (Par 3) The Short And Long Games

The Game of Life

Goal Setting

The Game Of Golf

Hole 6 (Par 5) Club Selection

The Game of Life

Leadership

The Game Of Golf

Hole 7 (Par 4) Driving Ranges

The Game of Life

Development And Renewal

The Game Of Golf

Hole 8 (Par 4) Stay On The Fairway

The Game of Life

Guiding Principles (Key Values)

The Game Of Golf

Hole 9 (Par 3) Rough And Bunkers

The Game of Life

Discipline And Problem-Solving

The Game Of Golf

Hole 10 (Par 4) Rules

The Game of Life

Agreement

The Game Of Golf

Hole 11 (Par 3) Environment

The Game of Life

Culture

The Game Of Golf

Hole 12 (Par 4) Out Of Bounds

The Game of Life

Boundaries

The Game Of Golf

Hole 13 (Par 3) Hole-In-One

The Game of Life

Excellence

The Game Of Golf

Hole 14 (Par 4) Scoring

The Game of Life

Accountability

The Game Of Golf

Hole 15 (Par 5) Greenkeepers

The Game of Life

Presentation

The Game Of Golf

Hole 16 (Par 4) Handicaps

The Game of Life

Relationships

The Game Of Golf

Hole 17 (Par 4) Choking

The Game of Life

Character

The Game Of Golf

Hole 18 (Par 5) Majors

The Game Of Golf

Winning

The Game Of Golf

Hole 19 (Clubhouse) More Than A Drink

The Game of Life

Celebration

OVERALL PLAN - CHAPTERS (HOLES)

The author has taken reasonable precautions in the preparation and research of this book and believes the facts presented are accurate as of the date it was written.

However, neither the author nor the publisher assumes any responsibility for any errors or omissions. Every effort has been made to determine and acknowledge copyrights. But in some cases, copyright or sources could not be traced. I offer apologies for any such omissions.

Uniqueness

While there are many books about mentoring/coaching, I believe the title Everyone Needs a Caddy will capture interest. The format of eighteen holes (chapters) par 72 begins with a brief story on the game of golf, half a page or less, followed by an illustration of this concept in the actual ‘Game of Life’, finishing with a ‘Holing Out’ conclusion. Some chapters are longer (par 5s) while others are shorter (par 3s), providing a unique approach. The principles outlined in the book would equally apply to individuals or organisations, large or small.

INTRODUCTION

In professional golf, a caddy not only carries the golfer’s bag but is also the golfer’s total support system during the game. A good caddy intimately knows the golf course, distances to the green, obstacles to avoid, best strategies depending on the weather conditions, club selection, and a more than useful reading of the greens. In addition, he/she cleans the golfer’s clubs and golf balls, repairs the turf (divots) after the golfers have played their shot, rakes sand traps, and tends and removes the flag stick. However, the most demanding and sought-after skill that professional golfers look for is the caddy’s ability to keep them focused and positive during the demands of the game. Apart from knowing the rules, this psychological aspect is probably the most crucial. During the game, the golfer is not allowed to seek advice from anyone else. Thus the quality of the partnership formed goes a long way in determining success.

As the average round of golf takes about four hours and the golfer is in the process of actually hitting the ball for only about four minutes, this question is often asked: what happens during the other three hours and fifty-six minutes? The answer is strategising, concentrating, relaxing, thinking, staying focused, remaining calm, keeping a positive mental attitude, and having someone to talk it over with. This is where the caddy plays a vital role, and his/her ability to support the golfer in all these areas will largely determine the outcome.

This is not a book about golf. But by using the caddy analogy, golfing terms, and situations, we can draw a parallel with life. To be successful in life, we can’t really do it solo. We need people to support and encourage us just as the caddy does his/her golfer. In life, as in golf, we meet challenges that can make or break us. We need competence, courage, and coaching from those who have worked through similar experiences. Today they are sometimes referred to as life coaches or mentors. Everyone has experienced this one way or another as coaching is a natural part of life. If you think about your own situation, you probably have various people you turn to for advice, such as family members, friends, colleagues, or people you trust, respect, and whose wisdom, skills, and knowledge you value. The caddy formalises this natural process by way of a professional relationship. Experienced caddies know the game, and while they may not have the technical skills to be professional golfers themselves, they do have the knowledge of the territory and an understanding of what it takes to come through by providing feedback, perspective, and insights.

While we can’t all be a top professional golfer, there is something in all of us that could be a caddy. Maybe you aspire to be one, or maybe potentially you already are without realising it, as we all send out ripples of influence—some good, some maybe not so good—on creating the outcomes in life. While the main focus centres on leading and managing businesses, the principles discussed here equally apply to any large or small organisation, club, sporting group, or family unit. The book examines the necessary skills and attitudes required to work cooperatively to achieve situations characterised by clarity of purpose, trusting relationships, and high achievement. The critical factor here is leadership in the form of a mentor, coach, or caddy. I am going to be your caddy, if you permit it. We all have a need for support as well as the desire to be supported. As we play this eighteen-hole course to success, I trust that in reading these suggestions, my caddying will be helpful in your game of life.

The Game of Golf

HOLE 1 (PAR 4)

WHY WOULD YOU WANT TO PLAY?

Not everybody is interested in golf. Winston Churchill once famously described the game as a ‘good walk spoilt’. It is indeed a strange pastime—a game that takes around four hours to play yet the participants are in the process of actually hitting the ball for only about four minutes. It can be a somewhat frustrating game and, for people with average hand–eye coordination, can be exasperating. So the majority who participate can usually play fairly well. Why then would anyone new to the game want to subject themselves to four hours of aggravation?

Of course in golf, you do have a choice. You don’t have to play the game. But we don’t have a choice in participating in the game of life. When we are born into this world, that’s it. We are here whether we like it or not. And the questions now become, how do you want to play the game of life? Do you want to succeed? What does success mean to you? Where do you want to end up? What is your vision?

When a professional golfer, a truly successful sportsperson, steps up to the tee and takes a practice swing, they’re not just warming up their body or testing the ground beneath their feet—they’re creating a vision of the flight path their ball will take after they have played their shot. They are seeing it landing in the perfect position for the next shot.

Their success is planned out, and they can literally see it happening before they even hit a ball. So what’s your vision? Is your game of life planned out, or are you just going to see what happens?

The Game of Life

VISUALISATION

Some years ago, while living in Micronesia, I investigated a phenomenon that I had read about. Sure enough, the coral on the inside of the reef, the lagoon side, was nowhere as vibrant as the coral on the ocean side. In fact, it was dying. The swells on the ocean side of the lagoon were rough and turbulent with the possibility of predators lurking in the deep. As a very ordinary swimmer, to contemplate diving into this environment was a somewhat scary thought. Yet a short distance away, on the lagoon side, the water was calm, flat, shallow, and safe. The coral on the ocean side was alive due to the constant ebb and flow of the tide. How true this is of life, sport, or business. We do have choices. It’s easy to swim in the backwaters of life, but don’t expect to achieve all that much. The seemingly tougher alternative is to take on the challenges of change and fulfil your potential.

So how does anyone realise their potential? It all begins within us as we have the ability to dream—to visualise some future state of being that excites us and gives us hope for a great future. This is so true of children. For example, you see them acting out their sports heroes in the backyard with a football or basketball. They have a burning desire to be like someone famous and achieve recognition and prestige. However, with the passing of time, many realise their ambition does not match their ability. But if they can only remember the feeling of being enthused, motivated, and focused on the possibility. Too often though, many of these bright-eyed kids lose their effervescence and drift into a settled-for lifestyle when they realise they won’t make it. It’s like being on cruise control. They have control of the steering wheel but no power! They don’t realise that they have experienced the first step that every successful person goes through. Every biography and autobiography you read begins with the dream—the vision that motivated the persons to great heights. In their mind’s eye, people such as the Wright brothers saw flight, Henry Ford saw the day when automobiles would be affordable for most American families, and Bill Gates saw every home having a personal computer. They believed in seeing things not as they were but as they could be.

This is the kind of spirit we need to adopt when considering our vision. Writing a vision statement does not necessarily mean we will realise it. We’ve all seen people who can articulate a great vision for their lives but still behave as if they’re vision impaired. A true vision, one that is felt deep down in our bones, always brings passion with it. When a true vision is found, it is a pulse-quickening experience. You are immediately energised. If the vision does not do this, then it is merely words on paper.

What Is a Vision?

A vision statement describes the future in a manner that helps create a mental picture of what it might look like five to ten years from now. It represents your hopes and dreams, so it should be based on the best possible outcome.

So do you have a vision for your life? This could be linked to your job or business.

Maybe you want to be a professional musician, sports player, writer, or actor. Whatever the dream, the process is the same. Firstly, write it down. Some may think this only applies to business. We are talking here about general principles of success, and the mind is far more impressed and imprinted when your vision is written. Vision statements are meant to inspire, motivate, and stimulate our creativity, not to serve as a measuring stick for success. That is the job of goals and strategies. It should stretch expectations and aspirations and bring us out of our comfort zones. Most importantly, it should open our eyes to what is possible. What we say is most times what we get if we have the courage to believe and commit to it.

Why Is a Vision Important?

A critical aspect of leadership is uniting people behind the vision. We are told that without a vision, the people perish. Effective leadership assists others to be powerful in what they do by enrolling them in the vision. When they see the big picture, they are more inclined to understand their