Golf Training Aids Are they any good for a new golfer?

Many golfers take up the game after they retire from more strenuous ball games such as baseball, football, soccer or cricket. I mean after playing in a game were a bowler or pitcher is sending a ball towards you at a high sped and you are expected to hit it out of sight how difficult can golf be?

When you watch it on TV Tiger Woods, Phil Mickleson and Justin Rose make it look so very easy to propel the ball to the exact spot they want to. And lets face it why should it be difficult? The ball is just sitting there waiting to be hit, and you dont just have one bat to hit it with, you have a choice of fourteen. So it has got to be an easy game, right? Wrong.

You go to a driving range just for a quick practice before launching yourself on your local golf club. And you suddenly discover the game is not quite so easy as it appears. The ball has an annoying habit of not going where you want it too. It may slice to the right or hook to the left; even more embarrassingly it may just roll a few feet forward as you hit your divot further than the ball.

Of course the sensible thing at this point is to book a series of lessons with a club pro. But youre a golfer now, so commonsense tends to go out of the window. Instead you look through the golf magazines and find advertisements for a whole host of training aids that are going to sort out every aspect of your game.

There are training aids that will improve your swing, stance and your alignment. Nets and buckets that it is claimed will make you the best short game player in your club.

It is fortunate for the manufacturers of these training aids that golfers tend to spend more money on their game than almost any other sportsmen or women. Because training aids do not tend to come cheaply and you can spend a great deal of money on some of these tools and devices.

Golf training aids have a place to play in many golfers development but they should be used after you have learnt the basics from a skilled trainer such as your club professional. Teach yourself golf and you not only have an idiot for an instructor but you will ingrain faults into your game that will be difficult to eradicate later down the line when you want to improve your game.

Dave Bromley has been playing golf for nearly 30 years. In that time he has spent a fortune on golf training aids and lessons but still classes himself as a learner. "We never stop learning at this game".Tyler Accident Attorneys
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The 5 Biggest Customer Service Blunders Of All Time

While howls of protest over poor customer service continue to fill the air, there remain some businesses that manage to consistently deliver superior customer service year in and year out. These are the places where turbo-charged employees pursue customer delight with a passion, places that ignite a flashpoint of contagious enthusiasm in employees and customers alike. Foremost among the lessons to be learned from such flashpoint businesses are the blunders to avoidthose fatal mistakes that trip up just about everybody else.

First Blunder: making customer service a training issue.

Businesses of all kinds invest huge amounts in training programs that do notand simply cannotwork. The function of such training is to identify the behaviors workers are supposed to engage in, and then coax, bully, or legislate these behaviors into the workplace. At best, this is almost always a recipe for conduct that feels mechanized and insincere; at worst, it intensifies worker resentment and cynicism.

Instead of dictating what workers should be doing to delight customers, the better approach is to give workers opportunities to brainstorm their own ideas for delivering delight. Managements role then becomes to help employees implement these ideas, and to allow workers to savor the motivational effect of the positive feedback that ensues from delighted customers. This level of employee ownership and involvement is a key cultural characteristic of virtually all flashpoint businesses.

Second Blunder: blaming poor service on employee demotivation.

Businesses looking for ways to motivate their workers are almost always looking in the wrong places. Employee cynicism is the direct product of an organizations visible preoccupation with self-interest above all elsea purely internal focus. The focus in flashpoint businesses is directed outward, toward the interests of customers and the community at large. This shift in cultural focus changes the way the business operates at all levels.

The reality in most business settings is that employees are demotivated because they cant deliver delight. The existing policies and procedures make it impossible. Instead of fixing their employees, flashpoint business set out to build a culture that unblocks them. Workers are encouraged to identify operational obstacles to customer delight, and participate in finding ways around them.

Third Blunder: using customer feedback to uncover whats wrong.

Businesses often use surveys and other feedback mechanisms to get to the causes of customer problems and complaints. Employees come to dread these measurement and data-gathering efforts, since they so often lead to what feels like witch-hunts for employee scapegoats, formal exercises in finger-pointing and the assigning of blame. Flashpoint businesses use customer feedback very differently. In these organizations the object is to uncover everything thats going right. Managers are forever on the lookout for "hero stories" - examples of employees going the extra mile to deliver delight. Such feedback becomes the basis for ongoing recognition and celebration. Employees see themselves as winners on a winning team, because in their workplace theres always some new "win" being celebrated.

Fourth Blunder: reserving top recognition for splashy recoveries.

It happens all the time: something goes terribly wrong in a customer order or transaction, and a dedicated employee goes to tremendous lengths to make things right. The delighted customer brings this employees wonderful recovery to managements attention, and the employee receives special recognition for his or her efforts. This is a blunder?

It is when such recoveries are the primaryif not the onlycatalysts for employee recognition. In such a culture, foul-ups become almost a good thing from the workers point of view. By creating opportunities for splashy recoveries, foul-ups represent the only chance employees have to feel appreciated on the job. Attempts to correct operational problems wont win much support if employees see these problems as their only opportunity to shine.

Flashpoint businesses celebrate splashy recoveries, of coursebut theyre also careful to uncover and celebrate employee efforts to delight customers where no mistakes or problems were involved. This makes it easier to get workers participating in efforts to permanently eliminate the sources of problems at the systems level.

Fifth Blunder: competing on price.

Its one of the most common (and most costly) mistakes in business. Price becomes the deciding factor in purchasing decisions only when everything else is equaland everything else is almost never equal. Businesses compete on the perception of value, and this includes more than price. Its shaped by the total customer experienceand aspects such as helpfulness, friendliness, and the personal touch often give the competitive advantage to businesses that actually charge slightly more for their basic goods and services.

Those businesses that deliver a superior total experience from the inside out (that is, as a product of a strongly customer-focused culture) are typically those that enjoy a long-term competitive advantagealong with virtual immunity from the kinds of headaches that plague everybody else.

Customer-focus consultant Paul Levesques latest book is Customer Service From The Inside Out Made Easy (Entrepreneur Press, 2006).

Copyright Paul Levesque. All Rights Reserved. Holiday Inn Sunspree Resort Lake Buena Vista
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