Smart Golf Lowers Scores

John Lloyd Retzer tells it like is on both GolfBlogger.com and in his new pull-no-punches golf instruction book, The Five Inch Course: Thinking Your Way To Better Golf. The book resonated with me because I've played, studied, and written about the game for more than four decades so I don't have any more delusions about my game. The majority of golfers, though, will probably read The Five Inch Course and decide its lessons really don't apply to them. All they need is another $400 driver, a few more hours of the Golf Channel, and another great swing tip from the attendant at the gas station, and they'll shoot par every time. Who knows? Maybe the Champions Tour is within reach!

It's not, of course, mainly because the majority of golfers won't play the intelligent take-fewer-chances brand of golf Retzer espouses. And that's a shame, really, because we could all play much better golf if we just dialed back our testosterone and followed his advice to adopt realistic expectations, play within ourselves, and stop pretending we can make a 160 wedge shot bend backwards out of the trees just like Bubba Watson. I rant about many of the same topics in Weird Golf.

Retzer hooked me in his introduction when he said:

"...this doesn't mean that lower scores are out of your reach. It just means that you have to play better golf with the swing you already have." 

He goes on to remind us that

"Four ugly strokes equal four pretty ones [on the scorecard]." 

His goal throughout the book is to teach us to work our way around the course in the least number of strokes, not with the longest drive. That often means leaving the driver in the bag, laying up on that long par four so you take double bogey out of the equation, and maybe even bunting a low runner 120 yards down a narrow fairway instead of taking a full swing that brings OB into play.

Retzer says some of his buddies call this "old man golf." I call it "smart golf."

The Five Inch Course is a collection of short mental game tips organized into chapters on practical topics like what to do before you play, how to think about what you're doing on the tee, what should be going through your mind in the fairways, and common-sense ways to save strokes on and around the green. The style is straightforward and highly readable with a bit of humor thrown in here and there.

Retzer's approach doesn't preclude taking risks or attempting that one-in-a-hundred shot over the water to a tight front pin. He just reminds us that we're going to be really, really sorry if we play that way on every shot in every round. Have some fun, he says, but remember that conservative play is the way to lower your score.

Among many other books, Dave Donelson is the author of Weird Golf: 18 tales of fantastic, horrific, scientifically impossible, and morally reprehensible golf

How To Turn A Newbie Into A Customer For Life

New customers are the lifeblood of any business, but only if they stick around long enough to become old customers. A one-time buyer is welcome, but the ones who put money in the bank are those who come back again and again.

One breed of new customer that’s tricky to develop is the neophyte, the guy or gal who is new to the world your business inhabits. Maybe they are a first-time home buyer or a young couple setting up a college fund for their newborn. The way you and your staff respond to that newbie can make or break your relationship with them. Treat them like an idiot the first time and you’ll never see them again. Treat them right, and you’ll create a customer for life.

It’s tough, though. A newbie doesn’t know what questions to ask. He doesn’t know what’s do-able and what violates the laws of physics and/or the local building code. She may have seen a TV show where some lucky stiff’s family room went from wreck to magazine-spread-worthy in thirty minutes and expect you to do the same. What’s worse, she’s going to take up way more of your valuable time than this measly little job is worth.

The next time a newbie walks through your door, put yourself in their shoes for a minute. Remember what it was like when you went onto the field for your very first Little League tryout? If you were like most of us, the experience was a little intimidating. Everyone else seemed to know exactly what they were doing, but you weren’t sure. You wanted to make the team, but the single most important goal was to avoid making a fool of yourself.

That’s what the newbie is feeling when he comes into your business for the first time. He or she may not admit it—and may try to bluff their way through—but they are nervous about sounding dumb when they talk to the experts in the field.

Your first job, then, is to make the customer comfortable. Don’t draw attention to his ignorance by telling him it’s all right to be stupid. Instead, listen to his ideas in a non-judgmental way and ask him questions about what he needs at a level he can understand. Try to avoid using terms the customer may not have heard before, or, if you have to, explain them without being condescending.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.

Negotiation Highs And Lows

I used to be a strong advocate of aiming high—making an outrageous offer so that I’d have plenty of room to come down when the buyer made a counter offer. Besides, I believed, low offers signal weakness.

I eventually learned that if the first offer was too high—outside the realm of what’s reasonable to the buyer—then the buyer just might not make any counter offer at all. Then where was I? If I lowered my offer to try to re-start the negotiation, I was really signaling my desperation and letting the buyer know that concessions could be won.

The first step in the Creative Selling System is gathering information about your prospect. And one of the key pieces of information is an estimate of the prospect’s spending potential. This not only gives you a goal to shoot for and an idea of how to structure your proposal, it gives you a good guideline for where to start your negotiations. As long as you begin with a proposal in the ballpark your prospect is used to playing in, you’re not likely to scare them off.

Take the time to do your homework and use one or more of the estimating methods I covered in The Dynamic Manager’s Guide To Sales Techniques. Even if you didn’t use those figures to structure your proposal in the first place, they will give you a sense of what’s possible for your negotiation.

Judge the reasonableness of your opening offer carefully. My rule now is that my opening offer is one at the high end of what the prospect could accept with no further changes if they were so inclined—and one I could defend without stretching my credibility.

It’s also good to practice a little mental discipline. Right at the beginning of the negotiation, establish in your own mind the lowest acceptable offer you’ll take. That way, you have a sense of how far you can go before you start cutting into profit margins, production capacity or whatever benchmark your company uses. As the negotiations proceed, you know where you are at all times. That sense of security gives you greater confidence during the process.

Establishing the lowest acceptable alternative in advance does something else. It keeps you in a win/win frame of mind because you don’t have to worry about losing! As long as you know the point at which you will walk away (and stick to it) you can’t lose anything.

As you may have noticed, we’ve now set an upper and a lower limit to pricing. This range makes it much easier to build a few small concessions into your proposal, or plan some value items you can add as the negotiations proceed. This helps you avoid making that big concession all at once, leaving you with no place to go if the buyer rejects it.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.

Put Time On Your Side When Negotiating

One of the factors never to be overlooked in any negotiation is time. Time pressure works for and against both parties, often in interesting ways. Anyone who has been involved in union negotiations, for example, knows that the largest concessions always come just before the strike deadline. In fact, sometimes that’s the first time any concessions occur! Knowledge of the deadlines faced by the other party can be a powerful tool.

The pressure to come to an agreement is generally greatest on the party with the nearest deadline. Magazines are much more inclined to negotiate liberal terms for ad space the day before the issue closes than they are the week before. The prospect whose insurance policy is about to lapse is more eager to renew the policy than one with a 90 day grace period remaining. Know your prospect and know their deadlines.

One way to use time to your advantage is by making small concessions one at a time, drawing out the negotiating process if that is to your advantage. On the other hand, you may need to bring the deal to a close, in which case you may want to make a BFO, or best and final offer.

As a seller, though, don’t be surprised if the buyer calls your bluff. They have nothing to lose and plenty to gain by telling you your BFO isn’t good enough. If you back down and make a further concession, all you’ve done is prove to the buyer that you’re a bluffer—and that your word isn’t any good.

The time to make a BFO is when you discover you’re negotiating with yourself. You can tell that’s the situation because the other party isn’t offering any concessions—you’re the only one making any movement. It’s one of the most frustrating situations you can face. You make all the moves, getting nothing more than a “that’s not good enough” response from the prospect. The time to take a chance and make your BFO is when you have nothing to lose.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.

Overcoming A Distaste For Negotiation

Some people are leery of negotiating a sale. They feel that the process is somehow dishonest or demeans them, their product, or even their prospect in some way. In fact, I often encounter sales managers who proudly point out that their prices are firm. They insist that every customer pays the same price and that’s the one set by the sales manager. They would rather forego a sale than violate their holy pricing policies. These sales managers need a strong dose of reality—and they often get it in the form of declining market share.

There is nothing holy about a given price, nor is there any moral law that says that every customer is entitled to the same terms. In fact, certain religions make a pretty strong moral case for customizing prices and other terms according to each customer’s individual needs. Don’t get me wrong. There’s nothing wrong with having a firm pricing policy. But let’s not hide the reasons for it in some kind of moral cloud. Firm pricing is a matter of what management feels is best for the selling company. Ideally (from their standpoint), it controls demand to produce the maximum profit from the available supply. And having firm prices makes the administration of the revenue stream easier, which makes the sales manager’s job easier. There’s nothing wrong with that.

But there is nothing wrong with negotiating every sale, either. Humans have been doing it for thousands of years in one way or another. In fact, the most successful economic system yet invented, the free market economy, is predicated on the freedom of sellers to offer different value for various prices and for buyers to accept or reject them.

Isn’t that what happens when your favorite department store puts an item on sale? Apparently, the store’s customers made the choice to not buy that item at the previous price, and the store made the choice to offer it at a lower price as a result. Isn’t that a form of negotiation?

Western retail negotiation just doesn’t happen face-to-face (usually) like the haggling that occurs in a Middle Eastern souk. It’s the same process, but the department store is haggling through the medium of its displays and signs rather than having hawkers standing in the aisles soliciting offers for the merchandise on the tables.

In business-to-business sales, nearly every sale is openly negotiated. There may be published price lists and standard terms, but very few buyers would keep their jobs if they didn’t at least try to do better. And few sellers would keep the revenue flowing if they didn’t make pricing adjustments to stay competitive.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.

Golf Purists Love Pasatiempo

11th Hole, Pasatiempo. Photo courtesy of Rob Babcock/Pasatiempo Golf Club

California has so many great golf destinations it's easy to overlook one of the best courses in the state--if not the nation--simply because there's no resort attached to it and the professional tours don't stop there. I'm talking about Pasatiempo, the classic Alister Mackenzie gem roughly midway between San Francisco and the Monterey Peninsula, home to one of his other famous designs, Cypress Point (not to mention Pebble Beach, Spyglass, et al). No matter where you're playing otherwise in Northern California, Pasatiempo is well worth the short side trip. It's a must-play for serious golfers not to mention students of golf architecture. How good is Pasatiempo? When Bobby Jones played it on opening day in 1929, he immediately hired Mackenzie to design Augusta National.

Pasatiempo is only 6,521 yards from the tips, but it plays to a stalwart 72.4 rating/143 slope. Its dramatic elevation changes and seemingly endless natural hazards make for a rugged course whose difficulty is cranked up several notches by Mackenzie's strongly contoured greens and sprawling, glorious bunkers. Every hole seems to offer a risk and reward tactical choice and every green runs fast, true, and convoluted.

Each successive tee box presents you with a unique challenge. The opener is a 457-yard par four that requires a long, accurate approach as well as a powerful drive. The third hole, a magnificent 235-yard uphill par three, is protected not just by its length but by four menacing greenside bunkers along with a mind-messing cross bunker. The first par five you play, the sixth hole, is 567 yards, but believe it or not, accuracy counts more than length on every shot due to the tight fairway, cross bunkers, and long, narrow green. Next up is the shortest par four on the course, the 348-yard seventh hole, where trees from both sides nearly meet overhead to practically form a tunnel over the fairway. Needless to say, a controlled tee shot is essential.

Natural hazards abound on the back side. A bottomless ravine threatens both your drive and your approach on the 392-yard eleventh hole, then comes back into play guarding the green on the 373-yard twelfth. Fifteen is a 141-yard one-shotter perched behind another deep fissure in the earth's crust, as is the 169-yard finishing hole, which also slopes--and putts--more like an icy ski slope than a golf green.

16th Hole, Pasatiempo. Photo courtesy of Rob Babcock/Pasatiempo Golf Club

The number one handicap hole on Pasatiempo is the 387-yard sixteenth, a hole Mackenzie himself considered the best two-shotter in the game. The drive is uphill, blind, and rewards a high draw if you can pull one off. The approach is what separates the men from the boys, however. It's back over the ravine you've encounted on several holes and into a brutal three-tiered green that is a full 49 yards deep and has a frightening false front. Coming up short is not an option, nor is leaving your ball above the hole. In other words, par on this hole is almost always a function of a perfect second shot. It's easy to see how Pasatiempo was built to enhance match play, the predominant form of competition in its day.

The club has hosted numerous USGA championships and is the permanent home of the Western Intercollegiate Golf Tournament where everyone from Ken Venturi and Gene Littler To Johnny Miller, Dave Stockton, and Tiger Woods competed during their college years. LPGA star Juli Inkster literally grew up on the course and Alister Mackenzie chose to live there--his home is along the fairway on the sixth hole. And here's an aside for New York area golfers: Mackenzie is believed to have worked on Century Country Club in Purchase while he was a partner with Colt & Allison, the official designers of the course.

One of the best features of Pasatiempo is its status as a semi-private club. Certain tee times are reserved for members, but you can book a time online as much as 365 days in advance. If you treasure the classical traditions of golf architecture or otherwise want a spectacular golf experience, book yours today!

Among many other books, Dave Donelson is the author of Weird Golf: 18 tales of fantastic, horrific, scientifically impossible, and morally reprehensible golf

Visual Aids For Sales Presentations

Larger group presentations often call for visual aids, which can both embellish and complicate your presentation. Whether you’re using foam-board flip cards or a laptop with presentation software projected onto a big screen, be sure that you know how to use the presentation medium and have rehearsed with it.

Find out, if you can, just how large the room will be and how many participants you’ll be facing. This will help you determine what kind of visual aids, if any, that you want to use. You may not want 24 X 30-inch flip cards for a group of four—unless they’re going to be seated at the opposite end of a 20-ft. table.

Never count on the prospect to provide any equipment. There’s nothing worse than arriving to connect your laptop to the prospect’s projector only to discover that you need an adapter neither one of you has. Whether you’re going high-tech or low-tech, bring every single item you could possibly need with you. This includes everything from extension cords and grounded-outlet adapters to monitors and projectors. If you need an easel for your flip cards, bring one yourself. I can almost guarantee that if you don’t, the prospect’s won’t work or someone in another department will have borrowed it just before you arrived.

It’s mandatory that you set up your visual aids before the group gathers in the room. I would rather skip the visual aids completely than stumble through a pitch while I’m fumbling with a “General Protection Page Fault” on my laptop. In fact, if it’s not possible to get access to the meeting room and set up before the group gathers, play it safe and don’t bother with the visual aids. It’s better to make a neutral low-tech impression than a bad high-tech one.

If you’re using a laptop, set up your software so that you don’t have to click through several screens to get to your presentation. Create a shortcut to the presentation right on your opening screen. That way, all you have to do is click on it to start the show. Finally, check the view from the back of the room to be sure everyone can read your material.

No matter which format you use for your visual aids, design them as much like your written presentation as you can. Make each slide (or card) simple, clear, and to the point. Any bodies of text will need to be converted to bullet points, of course. This isn’t the place to go into great detail on constructing slide presentations, but get yourself a good tutorial if you plan on preparing your own.

Group presentations are actually great fun to give. You get to practice your craft in a slightly different way from the normal routine. And you have the opportunity to use all of your persuasive skills and stagecraft to their fullest effect. Most group presentations involve prospects with large potential, so there’s usually a lot riding on the effectiveness of your pitch. You’ll make good use of your stage fright management skills.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.

Half Moon Bay Sized Right For Golf Weekends

The Ritz Carlton Half Moon Bay epitomizes the perfect golf weekend destination. Just 30 minutes from San Francisco International Airport, the resort offers accommodations at a fabulous Ritz hotel, two very entertaining golf courses, and guest pampering that won't stop.

Golf is the heart of the resort and two excellent and completely different golf experiences are available to both resort guests and daily fee players. The Old Course, a traditional parkland-style track that opened in 1973, was designed by Arnold Palmer and Francis Duane. Its18th hole along the ocean has been ranked among the 100 best in America. The Ocean Course was designed by Arthur Hills to pay homage to Scottish links-style courses. It debuted in 1997 and was remodeled in 2009 to make it play even more true to the style.

18th Hole on the Old Course. Photo courtesy of the resort.

The Old Course stretches 7,001 yards from the tips. The generous fairways and gentle greens are perfect for the resort player who chooses the right tees (the whites are fine at 6,323 yards). The better player will be rewarded by well-placed tee shots and aggressive pin-seeking approaches while the less-than-perfect golfer won't be decimated by a miss or two. The Old Course ends with two thrilling holes on the Pacific, a 167-yard one-shotter that plays dead into the prevailing wind followed by a risk-and-reward 405-yard par four with the ocean on the right and a ravine crossing the fairway smack in the middle of the range of just about everybody's tee shot. A driver should probably be your last choice off the tee on the final hole. The shot into the tiny 18th green is a simple short iron or wedge made a bit more demanding by the audience typically watching from the hotel patio and fire pit adjacent to it.

The Pacific is in view from every hole on the Ocean Course, but is in play (kind of) only on the 184-yard par-three seventeenth hole, where an errant tee shot can easily find the beach at the bottom of the cliffs next to the green. The ocean breezes (or gales), though, shape every shot you make on the 6,854-yard track--especially on the back nine. The course plays much like pure links, with rolling, contoured fairways where odd bounces prevail and approach shots into generous greens demand careful consideration of the humps and bumps of the greenside terrain. Shot values matter more than sheer length and power. The fairways are generous but the rough is mowed short around bunkers to bring the hazards into play on tee shots. Greenside surrounds are cut to “just above green” mowing height to foster ball movement on the ground and native fescue between holes provides you with visual cues about how to direct your shots.

18th Hole on the Ocean Course. Photo courtesy of the resort.

With a little planning, it's easy to play both courses in a day. Just be sure to leave time for a generous lunch break in Mullins Bar & Grill in the clubhouse or in the Conservatory Lounge in the hotel. The sliders of pulled pork cooked for 48 sweet hours deserve your full attention, so allow enough time between rounds to enjoy them.

Other dining options include the nautically-inspired Navio, which serves fine coastal cuisine from a 1,000 sq. ft. display kitchen and ENO, a wine bar that contains over 5,000 bottles of international wines and includes sommelier-selected wine flights. Other resort amenities include a 16,000 sq. ft. Spa and Fitness Center with a unique co-ed Roman mineral bath, an immense patio perched on the cliffs above the beach, and soul-searing views of the Pacific from nearly every room. There also a scenic trail that winds along the cliffs and activities nearby include horseback riding, deep-sea fishing, whale watching, sea kayaking, hiking, biking and antiquing.

Among many other books, Dave Donelson is the author of Weird Golf: 18 tales of fantastic, horrific, scientifically impossible, and morally reprehensible golf

Golf Course Lightning? Gimme Shelter!

Photo courtesy of Adam Donlin, Ballyowen Director of Golf

If you have any doubt about what happens when lightning strikes a golf course, look closely at the green in this picture from Ballyowen in Hamburg, NJ. The flag has been replaced since the one that drew the lighting was obliterated, but check out the cracks in the green radiating from the cup. Now imagine the force that created them coursing through your body. Not pleasant, but that's exactly what could happen if you ignore the simplest rule in golf: if there is the remotest possibility that lightning is in the area while you are on a golf course--take immediate shelter!

A few things to keep in mind:

Lightning can strike several miles from the center of a storm and far from the clouds you see. Ever heard of a "bolt from the blue?" They're real! Lightning can strike fifteen miles from a thunderstorm.

You will not always have warning from thunder. Atmospheric conditions can send the thunder sound wave away from you.  On the other hand, if you hear thunder, don't try to second-guess it. There's lighting somewhere in your vicinity so take cover.

Don't trust the "30-second rule." It's widely believed that you can count the seconds between a lightning flash and the sound of the thunder and, if it's greater than thirty seconds, the danger is too far away to be cause for concern. That's dangerous wishful thinking--the next lightning flash you see can easily be the one that strikes your head.

Most lightning casualties occur in the beginning of a storm because golfers tend to try to ignore the warning signs and try to squeeze in just one more hole. Many injuries also come after the storm--lightning can strike up to thirty minutes after the thunderstorm has supposedly passed.

Many golf courses have lightning warning systems, but don't wait for the horn to sound if you see the storm coming. The systems are great, but not always maintained in perfect working order.

The safest place to be is in the clubhouse, so head for it at the first indication of trouble. If you can't make it, avoid the places you want to be like in a course rain shelter, under a tree, or even in your golf cart. All of these actually increase the probability of being struck. Instead, find the lowest point away from things like standing water, fences, or machinery, crouch down, and put your hands over your ears to minimize hearing damage. Don't lay flat on the ground and stay at least fifteen feet from other people--lightning can jump from them to you.

What should you do if someone in your group is struck? Here's what the National Severe Storms Laboratory says:

1. Call 911 and provide directions to the victim
2. Don't endanger yourself or others if the victim is in a high-risk area and the storm is continuing. Lightning DOES strike the same place twice!
3. Victims don't carry a charge after being struck, so it's safe to touch them to render treatment. They also seldom suffer from major fractures or bleeding complications, so it's safe to move them away from a high risk area if you can do so safely.
4. If the victim is not breathing, start mouth-to-mouth resuscitation. If you can't find a pulse, start cardiac compression as well. If the ground is cold and wet, put a protective layer beneath the victim to decrease hypothermia.

Literally hundreds of people are killed and injured every year by lightning. While about 10% of strike victims die, the other 90% usually suffer lifelong effects. Don't be one of them.

Among many other books, Dave Donelson is the author of Weird Golf: 18 tales of fantastic, horrific, scientifically impossible, and morally reprehensible golf

Sales Skills For Group Presentations

Selling is just like playing chess—the rules are the same every time but no two games are just exactly alike. And it’s a good thing, too, since we’d all get bored pretty quickly if the games ever started repeating themselves. One of the variations many salespeople encounter is the need to make a presentation to a group rather than to a single prospect.

It may be Mr. Big and his assistant, a committee of decision-makers and decision-influencers, or even the board of directors. When you make a group presentation, you’re generally working in a different physical setting that can range from chairs pulled around the prospect’s desk to a conference room with a table the size of an aircraft carrier. You might even have to make your pitch in an auditorium complete with podium and sound system.

Regardless of the setting, the basic differences between a group presentation and a one-on-one call deal with the distribution and control of your written materials and handling the very different dynamics of large group meetings. It’s important to remember, though, that all the other good sales techniques remain the same. Your goal is still to gather information about the prospect, for example, and you should still follow the five-page presentation format I introduced in The Dynamic Manager’s Guide To Sales Techniques, including asking questions at the end of each page. Your stage presence and enthusiasm level are even more important when pitching a group, though, as is your ability to gain their attention and hold their interest.

Handling your written materials is actually easier in many ways when you are working with a group. The best tactic to control the pace of the presentation is to hand out one page of the presentation at a time. You never want to distribute the entire proposal at the beginning for the same reason you shouldn’t just hand it to a single prospect: they’ll turn immediately to the price and fixate on it. Instead, hand out each page in its turn. In a small room with a limited number of participants, you can handle this easily yourself—provided you can walk and talk at the same time. With a larger group you may need some assistance, which can be provided by the group members themselves. If you don’t have a helper with you, just ask the people nearest to you to “take one and pass them on” to the people behind them. Your goal is to see that everyone in the group gets a copy—but that none have any page in their hand until you’re ready to talk about it.

Dave Donelson distills the experiences of hundreds of entrepreneurs into practical advice for small business owners and managers in the Dynamic Manager's Guides, a series of how-to books about marketing and advertising, sales techniques, motivating personnel, financial management, and business strategy.