Crossing the Atlantic to live and work in New York

Crossing the Atlantic to live and work in New York. Wow, what a sense of entrepreneurial adventure those ten words create! Grasping an opportunity like this, in pursuit of personal development and new professional experience is just as entrepreneurial as seeking to colonise Mars. The entrepreneurial spirit is the spirit of enterprise, an ambition to succeed, initiative in taking action, alertness to opportunity.

So my son, James, 25, a chip off the old block with the same attitude, spark and finely chiselled features as myself embarks on his own adventure, transplanting himself from Cake Solutions software development team in Manchester to the growing team in Union Square, mid-Manhattan.

There are many definitions of entrepreneurship, but I define it as essentially the act of having the ability to recognise an opportunity, shape a goal, and energise your ambition to make it happen. James has grasped an amazing opportunity to shape and write his own entrepreneurial story in New York.

New York’s skyline. Just the shapes, and the thought that made them, the will of man made visible. New York is a wellspring of inspiration, with action, romance, and fascinating strangers lurking around every corner. Ok, he may start wearing sneakers rather than trainers, develop an appetite for potato chips, and takeouts rather than takeaways and crisps, and talk about garbage instead of rubbish, but living in hipsterville Brooklyn is a great place to be right now. A life without dreaming is a life without meaning.

New York, the hustle bustle of the crowds and the traffic, a metaphor for the wrestling of humanity in all its dimensions, a place as tough, noisy and romantic as his home town of Rawtenstall. The Bowery, the High Line, Dominique Ansel’s Cronuts – a croissant and donut hybrid. Oh, but he’s gone there to work and learn too, on some of the coolest, most advanced software and technology you can have today.

Life is what you make it, and the entrepreneurial spirit is vital if you are to step up from the ordinary. The entrepreneurial mindset, taking responsibility for yourself, dealing with the hot-and-the-cold, the nice-to-have and the have-not moments, in harsh (not virtual) reality.

Entrepreneurs know that opportunity is not a game, it’s a race, a test. Taking full responsibility in action. You have to accept responsibility for whatever happens, and you have to make it happen. As every investment prospectus says, past performance is no guarantee of future returns.

The entrepreneurial spirit of leading a startup – or the startup of me – living on your own wits as a solo artist or striking out like James, is the spirit of individualism, the entrepreneurial self, full ownership and initiator of our own goals and actions. We speak of the ‘entrepreneurial spirit’ as a set of character traits possessed by those who perform and live with a clear vision and purpose for themselves. In that sense, the entrepreneurial spirit is something that all of us can and should aspire to, pertaining to the pursuit of goals, self-ownership, and commitment to realising personal ambition.

Those folks holding an entrepreneurial outlook on life are aware that they must not only produce something of uniqueness and value, they also accept, that it carries risk and there is no safety net. Entrepreneurs are aware that economic change and its attendant risks are a fact of life. No one can entirely eliminate risk, but it can mitigated it by continually investing in your own knowledge and skills, making yourself relevant and rooted in the emergent future.

A key element to the entrepreneurial mindset is the need to build and maintain self-esteem, the emotional evaluation of your own worth, a judgment of oneself as well as an attitude toward the self. Self-esteem is made up primarily of two things: respecting yourself and feeling capable. Every adjustment to these states of mind shouldn’t be viewed as a crisis, conscious learning doesn’t require the willingness to see it as suffering self-harm and reducing one’s self-esteem.

Reflection is a way to balance out the emotion. To overcome this self-doubt, you should define and measure your success in your own terms, because measuring success using quantitative measures is one dimensional and provides no insight in future worth or the value of investment put in to date.

At some point, you are probably fully invested – emotion, energy, time – into yourself, and so the concept of quitting, even during the toughest and most frustrating of times, is unthinkable but filling your head like an animated box of frogs. But quitting is not a remote possibility. During this stage of self-doubt, expect your determination to be renewed. Your entrepreneurial self is part of your personal identity now, and your commitment to it as a measure of your personal success is a high driver.

We’ve all had those quiet moments when we doubt ourselves, there are no shortage of black swans, those unknown unknowns.  But let the chips fall on the floor as they may, and do the hard stuff. As long as you’re honest with yourself and deal with it head-on, there’s nothing to fear from self-doubt. Never be bullied into silence. Never allow yourself to be made a victim. Accept no one’s definition of your entrepreneurial life, but define yourself. Build and hold your self-esteem.

The Six Pillars Of Self-Esteem by Nathaniel Branden demonstrates compellingly why self-esteem is basic to entrepreneurial well-being regarding psychological health, achievement, personal happiness, and positive relationships. It was the culmination of a lifetime of clinical practice research and study, and is hailed as the most definitive work on the topic.

Branden introduces the six pillars as six action-based practices for daily living that provide the foundation for self-esteem, and explores the central importance of self-esteem in five areas: the workplace, parenting, education, psychotherapy, and the culture at large.

From a workplace ‘startup of me’ and entrepreneurship perspective, it’s an opportunity for self-reflection – but don’t over analyse. It forms a useful ‘conversation with myself’ structure. One thing that is important to grasp is that self-esteem is an indirect result of what you do. Branden breaks this down into the six practices highlighted below:

Live consciously This requires us to be fully in the present moment. This takes a bit of practice, because many of us are conditioned to disown the here and now, to survive what we have thought that we cannot handle. It’s about being comfortable with yourself, your persona, what you’ve achieved and what you stand for. Respect yourself at all times, what you’ve achieved and where you’re going.

Accept yourself We all have flaws and attributes, but you also have the opportunity to enhance who you are, by accepting everything about yourself. In fact, the only way to enhance who you are is to accept yourself. Don’t try to live in someone else’s skin or adopt their personality, simply be yourself for what you are. Measure your success by your own standards, not others.

Take responsibility for your experiences There’s a piece in the book which says: I have learned to be in conversations where I say to myself, “It comes down to ‘this is where you end, and I begin”. Giving yourself such an affirmation helps you to say what I will and will not experience, and this is quite liberating and fulfilling. Again it’s about asserting yourself to yourself – if you don’t respect you, no one else will. 

Assert who you are Like what you think, feel, believe, need, want and value is genuine, and don’t doubt yourself against some alter-ego or artificial model of what you want to be. Be comfortable with yourself.

Live purposefully Make an agreement with yourself to reach your highest potential, while you maintain balance in your life. You only get one chance, make it happen and realise your potential. Again, don’t covert or envy. Don’t look at the progress others are making, simply focus on your own model, execution and growth.

Maintain your integrity Know exactly what your principles and values are, and stick to them, no matter what others think or do. You started with a clear purpose in mind, don’t lose sight of it – it’s the ‘why I am doing this’ which is a vital reminder when you do hit the brick wall and doubt yourself.

The most beneficial effect of reflecting upon these six pillars of self-esteem is to make you more aware of what is important to you, and to keep honest with yourself. There is nothing irresponsible in choosing another pattern of life that works better. That’s the entrepreneurial spirit. The sense of self-ownership manifests itself in the kind of total autonomy, which involves a sense that the only person one answers to, ultimately, is oneself, to create our own sense of fulfilment and happiness.

In speaking of happiness, I do not mean momentary commercial and monetary success that gives a warm glow of physical pleasure. I mean the kind of satisfaction that comes from achieving the things we value across the whole course of our life. That kind of happiness is not the product of acting by whim or impulse.

I’m sure most of us want to move forward, but by definition, paying attention to the present keeps us where we are. Here’s the key: entrepreneurs spend time building and betting on their future even when there are more important things to do in the present. In other words, and this is the hard part, if you want to be productive in the future, you need to spend time doing things that have no payback in the present.

It’s up to you to go for it and make up your own mind. No one else can think for us, it is our responsibility to choose our own direction by first-hand thought independently. It is only these virtues that can help us navigate through the rolling waters of personal and business life. The entrepreneurial way of life is the human way.  The entrepreneurial spirit is a gift that inspires you to become the best you can be, the best version of yourself.

It’s all about knowing yourself, your capabilities and stretching yourself, being unreasonable with aspirations to achieve, competing against yourself, a trait you see in all entrepreneurs, the restless, relentless pursuit of achievement, stepping outside the comfort zone into the learning zone. I’m minded by Daniel Pink’s book Drive, and the role of intrinsic motivation, the kind that comes from within yourself, and the three elements of the motivation formula he identifies – autonomy, mastery, and purpose.

Autonomy Our self-direction is a natural inclination. Pink asserts we’re all built with inner drive, some folks are just in a higher gear than others. James has never been passive and inert, he’s always gone hell-for-leather and go the extra mile as standard. Apparently this is because he has what Pink calls ‘autonomy driven motivation’. He’s curious about what he can achieve as a challenge to himself.

Mastery We want to get better at doing things. It’s why learning a language, new sporting technique or a musical instrument can be so frustrating at first. Mastery is the desire to get better at something that matters. Firstly, it is a mindset, in that we believe we can get better. Second, mastery is a pain, in that it involves not only working harder but working longer at the same thing. Finally, mastery is an asymptote, or a straight line that you may come close to but never reach. Learning is lifelong.

Purpose People who find purpose in their life unlock the highest level of the motivation game. Pink says that it’s connecting to a cause larger than yourself that drives the deepest motivation. Purpose is what gets you out of bed in the morning and into work without groaning and grumbling — something that you just can’t fake.

So, as I look some 3,300 miles to the west, I’m minded by the words of Michael Stipe: It’s easier to leave then to be left behind. James, you’re doing it for yourself, so make it matter where it matters most, inside.

Look to the RNLI for the reasons to have a purpose of your startup

The RNLI is the charity that saves lives at sea, providing on call, a 24-hour lifeboat search and rescue service around the UK and Ireland. With lifeboats, lifeguards, safety advice and flood rescue, they are committed to saving lives.

When their pager beeps to call them to the lifeboat station, breakfast, dinner or tea, the volunteer crew leave their families at a moment’s notice to commit to their purpose of saving lives at sea. I imagine that countless meals have gone cold or been left uneaten.

To me, it is an organisation of ordinary people doing extraordinary things. I like the way they have framed their purpose as an organisation, with simplicity and clarity: The RNLI saves lives at sea.

The RNLI has saved more than 139,000 lives since its foundation in 1824. The charity was founded, with royal patronage, as the National Institution for the Preservation of Life from Shipwreck after an appeal made by Sir William Hillary. Hillary lived in Douglas on the Isle of Man, and had witnessed the wrecking of dozens of ships from his home.

The name was changed to the Royal National Lifeboat Institution in 1854, and cork lifejackets were first issued to crew members that year. In 1891, the first RNLI street collection was held in Manchester. The C20th saw the RNLI continue to save lives through two world wars, and lifeboats moved from sail and oar power to petrol and diesel, and the first women joined their crews.

Without doubt, the bravery, performance and contribution of the teams of voluntary lifeboat men and women can give us clear learning points to take into our business about teamwork. However, at the heart of a great organisational success you will see a team transformed from a collection of individuals into a single entity with a shared identity – team members become a plurality with a single-minded focus and purpose.

It’s the concept of a clear, shared purpose of an organisation, and how the RNLI have captured this, which is the key learning for me to explore in this blog, and why it is essential a startup defines it’s north star around a clearly articulated purpose.

I define ‘purpose’ as Organisational purpose expresses the company’s fundamental value – the raison d’etre or over-riding reason for existing. It is the end to which the strategy is directed, why the organisation exists in the first place and what ultimately matters in its work.

Research shows that most people want their organisation to
have a purpose beyond making money. A purpose
of simply maximising profit leads to employee disenchantment and a lack of loyalty and commitment. In contrast, an invigorating purpose conveys something distinctive that is uplifting.

Leaders draw people into a shared sense of purpose by creating a distinctive, well-crafted and compelling vision of the organisation’s future. This is essential for a startup in terms of attracting and retaining early employees and early adopter customers, as advocates.

Harking back to the RNLI, although the organisation has significantly expanded its services and its geographical presence since 1824, its core purpose remains the same – the charity that saves lives at sea. This unifying purpose underpins the organisation’s vision, values and strategic and operational priorities.

How the purpose enables the RNLI business model offers insight for startups. For example, all its funding is from donations, the general public give to the RNLI because they respect the purpose and the work the organisation and lifeboat crews do. Maintaining the organisation’s reputation amongst the general public is thus key to sustaining the organisation’s business model.

Also aligned to the organisation’s core purpose is maintaining a strong volunteer ethos. This ethos enables the RNLI to prioritise spending on areas that allow it to achieve its core purpose, as opposed to staffing costs.

What also resonates with startups is that the purpose helps with high levels of organisational engagement too. While most staff find it relatively easy to identify with the organisation’s core purpose, not all staff find it so easy to appreciate the impact of their individual contribution on the wider purpose of saving lives at sea.

For a startup, the thinking that it should stand for something bigger than profit has become an important dialogue around creating customer engagement. When your customers can identify what you stand for and why you do what you do, this creates alignment with their own values.

The hard part is figuring out how to make it more than just words. For purpose to really count, it needs to go beyond an initiative or fine words of intent that sit around the organisation. It needs to be a central part of ‘why we do what we do’ and customers can see tangible existence in your every day work.

I find that entrepreneurs want to make a profitable living, but their purpose is to make a difference. Creating a culture of purpose is how you do both, create enduring customer value and leaving clear footprints. Simon Sinek’s work where he states people don’t buy what you do, they buy why you do it captures this.

This is why you must find the deeper purpose of your business. Here are some example of deeper business purposes:

  • An architect’s practice: Architecture design that inspires.
  • A furniture factory: The most beautiful tables in the world
  • An electrical contracting business: You’re in safe hands

If you were in the market for a table, wouldn’t you like to check out the furniture factory? Of course you would.

For other examples of purpose, look at ING, the financial services company Empowering people to stay a step ahead in life and in business, the Kellogg food company Nourishing families so they can flourish and thrive and IAG, the insurance company, To help people manage risk and recover from the hardship of unexpected loss

A good example comes from Volvo, which found its new purpose by looking to its customers’ needs, rather than simply their demands. Their purpose is epitomised in its company slogan: human made – making people’s lives easier, safer, better. To help in this came a new organisational approach to reinforce the new ways of working, with new independence, which in turn led to new ways of thinking. Volvo is focused on its customer-centric purpose.

For your startup, you need to have the same clarity on your north star as the RNLI and the corporates highlighted above for your purpose, and then you need to know how to do this in a manner that make a difference to your customers. Some companies are obsessed with growth, and have forgotten to see the real purpose they started up in the first place.

Having a purpose creates a sustainable and scalable competitive advantage. Competing on price is not a sustainable strategy for success of your startup. You can avoid having to compete on price if the purpose of your business relates to your customer’s needs.

Focusing on profit as the purpose of your startup has one major flaw: your customers have no interest in supporting you to just make money. They are quite happy for you to make a profit, but only after you have met their needs and delivered value first.

In other words, customers want you to explain to them why your business exists, what it is here for and why they should care. In working with my startup clients to find the deeper purpose of their business, I always ask them those questions first and invariably I get the following three answers:

We do great work. At a great price. And we give great customer service.

Undoubtedly true, but all your customers expect those three qualities as a bare minimum starting point and secondly, your competition makes exactly the same three claims.

So, as a startup, what is the purpose of your business? Have you clarity of this? Do you ever think about that throughout the course of the day? Ten years ago I would have gone with Peter Drucker’s answer – The purpose of a business is to create a customer. Today, after years of working with several hundred small business owners this very question, I have to say that your why matters more than just your what.

I had one client who’s reply to my question What is your purpose? was to provide the highest quality technical support within the terms of the service level agreement. An interesting answer, sincere intent, but is it a genuine purpose, or a KPI? It certainly could be a valid purpose, but surely it is description of what the business does. It’s the thing they do which, if they do it well, will achieve their purpose. It wasn’t their Why?

In the end, we reworked it and decided that the purpose of the business was to enable customers to continue to trade in the event of a technical failure. That was the problem their customers paid them to solve and where they made a difference and it created alignment. With this definition of their purpose, it was easy to see how they could grow the business.

Founders need to truly believe in the purpose of their company. Although many of us see Facebook as a social media platform, founder Mark Zuckerberg encompassed his personal vision in the purpose of his company.

Through Facebook, Zuckerberg aims to give everyone in the world the power to share and make the world more open and connected. By making the mission personal to the founder, it is authentic and sets the tone to attract a like-minded, vision-aligned team where everyone is working towards something in which they can believe.

A purpose-driven organisation believes it can advance society by harnessing the influence and power of its impact. The company’s purpose provides the fundamental reason for its existence and underpins its product or service offering. That’s exactly what the RNLI is all about, and is an authentic role model for startups.

If you do believe in purposeful organisations, then support the RNLI. This weekend, 14-16 October, there is a major fund raising event, Host a Fish Supper. The RNLI ask that seasoned chefs and amateurs alike dish up the fish for their friends and family in a fun themed evening.Every penny raised helps to protect the brave crew and the families who love them. Visit the Fish Supper website to sign up and receive your free fundraising kit full of recipes http://fishsupper.rnli.org/

Purpose really comes down to mindset that taps into your sense of being. At dna people, my purpose is to help build a more entrepreneurial society. I want to enable innovation with purpose from people with great ideas, intelligently investing in the future. My purpose drives me to ask better questions – to challenge, inspire and unlock new solutions. Why am I doing this? Because, quite simply, I couldn’t imagine doing anything else, it’s my purpose.

Autonomy, mastery & purpose – business lessons from learning to play golf

Hobbies are important to have as interests and a focus for constructive use of your spare time, and for many of us sport plays a key part, as participant or spectator. For me sport is a vital ingredient in my everyday life, providing physicality, camaraderie, emotional highs and lows, and an opportunity for a lively exchange of opinions.

However, as the football and rugby seasons come to an end, Summer sports beckon and for me none of tennis, cricket or athletics has ever captured my imagination as a participant. That leaves us golf. But why do hordes of people gasp at a tee shot when they have no idea where it will land? Four-day extravaganzas of umbrellas and blokes carrying the players’ kit, too lazy to carry their own gear? And the lambs’ wool sweaters in mauve and lemon and the trousers unashamedly called ‘slacks’?

Despite my reservations as to my social, political and psychological fit to the game – ignoring my latent lack of talent – I’ve started lessons to heave a small white ball 350 yards down a wide expanse of grass, onto a finely manicured area of very green grass called, appropriately, a green, and down a small hole. I wouldn’t say I’ve made it my new hobby in response to a midlife crisis, and I’ve not yet invested in an entirely new wardrobe, but I am inwardly enjoying the challenge as I’m used to playing my sport with bigger balls.

I’ve already accepted it’s a question of accepting extreme frustration and being determined when doing something knew, such is my inability to secure any degree of consistency with golf. But when searching for my ball somewhere out on the course about two miles from civilization, this set me thinking, how well do we know ourselves, what we really like and enjoy, what are we good at, what we’d like to change about ourselves, what we’re not good at, what we dream of….and what’s the point?

So take a new activity you’re investing time in, like golf. Golf is frustrating. Even if you are a feeble newbie hacker as myself, you occasionally hit a splendid shot. The memory lingers, mocking you every time you slice it into the bushes or foozle a two-foot putt ten minutes later. You know you can hit it well. So why don’t you do it more often?

Game Theory tells us it is theoretically possible to birdie every hole. Indeed, it is theoretically possible to do 18 holes in 18 shots. But no one ever comes close to this ideal. Golf constantly reminds us that we don’t quite measure up. This is annoying me immensely.

I once hit a perfect shot. It was a municipal pitch and put course in Cornwall, one sunny summer day. I was 17. It was a five-iron from the tee that dropped straight into the hole bouncing happily as it did so. I won’t say my golf life has been all downhill since then, as I’ve never again hit a small white ball so flawlessly. In fact I’ve never hit a small white ball since, I gave it up for rugby.

But 35 years on, I’m back on the course. It’s all about knowing yourself, your capabilities and stretching yourself. I am being unreasonable in my aspirations to achieve, comparing myself to those golf geniuses on Sky Sport. I seem to be competing against myself more than I’ve ever done in anything else I’ve done before, seeking constant improvement against my own shortcomings and ambitions.

So after my third lesson, I’ve jotted down some notes, reflecting on my learnings and motivations. I’m minded by Daniel Pink’s book Drive, and the role of intrinsic motivation, the kind that comes from within yourself, and the three elements of the motivation formula he identifies – autonomy, mastery, and purpose – as to why I find myself pursuing a standard of achievement in something new to satisfy an innate internal desire.

Autonomy Our self-direction is a natural inclination. Pink asserts we’re all built with inner drive, some folks are just in a higher gear than others. I’ve never been passive and inert, I’ve always gone hell-for-leather and go the extra mile as standard. Apparently this is because I have what Pink calls ‘autonomy driven motivation’. I’m curious about what I can achieve as a challenge to myself.

Mastery We want to get better at doing things. It’s why learning a language, new sporting technique or a musical instrument can be so frustrating at first. Mastery is the desire to get better at something that matters. Firstly, it is a mindset, in that we believe we can get better. Second, mastery is a pain, in that it involves not only working harder but working longer at the same thing. Finally, mastery is an asymptote, or a straight line that you may come close to but never reach. My golf feels very much like this at the moment!

Purpose People who find purpose in their life unlock the highest level of the motivation game. Pink says that it’s connecting to a cause larger than yourself that drives the deepest motivation. Purpose is what gets you out of bed in the morning and into work without groaning and grumbling — something that you just can’t fake.

Purpose provides a context for autonomy and mastery. It addresses the situation that even when we get what we want, it is not what we need. It’s connected to the drive to be different. I guess my purpose with golf is to be the best I can, for me, in the context of ensuring I become more patient, more reflective and practice to ensure I learn a new skill.

Interesting stuff and I’d highly recommend Drive. My point of departure from Pink is that in golf you play against yourself and that you need to enjoy it, and from musings born of frustration, I have identified a number of points in golf that are reflective learnings for a broader perspective to complement Pink’s trietica for my business activities.

Technical competence To be a golfer of sorts, you need certain competencies and skills. You need to know how to swing the club, whether it is an iron of a driver or a fairway wood, and I need a coach to teach me these technical skills.

Business is no different, you need to have certain competencies, such as management and leadership, strategy and finance skills, and you need training to develop and update these skills continuously. Both business and golf require hard work, constant practicing and growth of a skills set.

Psychological competence I need to understand the psyche of golf to better manage myself over 18 holes, to deal with the good, by avoiding becoming complacent, and to deal with the bad – I need to put the bad hole behind me and concentrate upon the holes ahead. Learn from the bad hole and apply the lessons to the holes ahead of us says my coach. There is a saying, applicable in golf as in business: Whether you think you can or you think you can’t, you will be right.

Play within yourself In golf, you cannot allow yourself to attempt shots you cannot play, for which you do not have the competencies.  I’ve found this out to my cost, as I simply try to do the impossible, frequently. I have an inner belief that far exceeds my physical prowess. You do not need to smash every tee shot or iron shot with every ounce of power you possess.  Stroke the ball, play within yourself, says my coach.  I unfortunately struggle with this guidance.

In business, you need to apply the same rule.  Trying to do everything at full tilt can be disastrous.  Growth is something that needs to be managed carefully, nurtured from somewhere, and you need competencies and a culture that enables it.

Be alert to the environment In golf this entails the wind and rain, as well as factors such as the slopes and shapes of the fairways, and the shapes, slopes, and speed of the greens.  As a golfer you need to keenly focus on these factors and take them into consideration. Some of them change continuously and will have an effect on the shot you need to play – how you approach it and what club you need to use.

This is equally true for a business context, events and changes in the economic environment have an impact on your strategy. You need to be alert and take notice on a continuous basis in order to develop and implement a strategy that will allow you to better serve the needs of your customers.

Deal with the competition In golf, you need to understand who your competitor is and what you need to do to outwit and outplay him. However, you primarily need to focus on what you are doing yourself as you only have control over your own game.  Play your own game and not the game of your competitor.  Again I struggle with this, trying to emulate the play of far more experienced players.

Again this applies to business, you need to develop your strategy in a way that is different and better than the competitor.  Do not focus exclusively on your competitor – the true driver of success are your customers so focus upon a strategy to find, win and keep them by delivering value. This does not mean that you ignore your competition, as if you ignore your competitors you will find yourself irrelevant.

Be values-driven Here I refer to values such as integrity and character. The nature of golf is such that honesty is non-negotiable as you score yourself. You are frequently the only person that will know whether the ball moved before you hit it or not. If personal integrity is not part of your make-up, the game of golf will degenerate into chaos and become pointless. Already I’ve seen signs of people playing to win above all else with a liberal and generous interpretation of the rules.

The saying goes To lie to others is immoral, to lie to yourself is pathetic, and is true more than ever in business. Business ethics are essential, the world is now sensitised us to a lack of integrity in big business, and yet we find that it still takes place.  Greed and dishonesty have become drivers in business. To win at all costs a credo that has the potential to hurt society as we have seen in recent years.

Knowledge Golf requires lots of knowledge, for example you need to know the layout of the course and individual holes. This is important as you determine when to use an iron or the fairway wood, when to use the driver on the tee, or when to use an iron, where to chip and where to put.  You need to know where you need to take your medicine and take a drop shot, and where you can take a chance.

In a business context, we also need to know what is going on in order to develop new market space that will enable us to make the competition irrelevant and grow the market in new areas. The knowledge parallels of golf and business are clear, combing intelligence and insight create impact.

Respect This is an important aspect of golf. You need to show up, on time, dressed appropriately. When the other player is playing, you stand still, out of their line of sight, and you do not chat while they address the ball. You do not keep the players behind you waiting, you repair your pitch mark and your divot holes. All common sense really, but it’s vital a framework of respect is in place to enable the game to be played in the right spirit.

You do the same in business, you respect your customer and employees, and show respect to the society you do business in.  Operating without this virtue is a sure way to lose business from customers, loyalty of staff, and your brand reputation.

Innovation I have seen Rory Mcilroy shape shots that are amazing, I’ve tried to replicate them in my back garden to no avail, threatening the sheep stood watching with interest as the little white ball shoots in a random direction. McIlroy, faced with a certain set of conditions, and knowing the course and having trust in his skills, repeatedly comes up with shots that have a high degree of consistency in their execution, yet are unique.

In business, innovation and creativity is vital, doing more of the same will lead you nowhere, you will fall behind and lose customers.  Changes in the environment require lots of innovation.

So three weeks and three lessons into golf, I’ve adopted a share-listen-reflect-learn approach to acquiring new skills and knowledge. Pink’s motivation trietica applies – autonomy, mastery and purpose – so does the maxim if at first you don’t succeed, try, try again.

My drive is to continually seek to achieve a ‘Personal Best’, adopting the personal life motto of explorer Ernest Shackleton – reach beyond your expectations – and make it happen where it matters most, inside.

But, it’s just golf, deceptively simple but endlessly complicated. I know it’s really played on a five and half inch course, the space between my ears. After all, it’s not how good you are that matters, but how good you want to be.