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Coaching the Alpha Male

Highly intelligent, confident, and successful, alpha males represent about 70% of all senior executives. As the label implies, they’re the people who aren’t happy unless they’re the top dogs – the ones calling the shots. Although there are plenty of successful female leaders with equally strong personalities, we’ve found top women rarely if ever match the complete alpha profile. Alphas reach the top ranks in large organizations because they are natural leaders – comfortable with responsibility in a way nonalphas can never be. Most people feel stress when they have to make important decisions; alphas get stressed when tough decisions don’t rest in their capable hands. For them, being in charge delivers such a thrill, they willingly take on levels of responsibility most rational people would find overwhelming. In fact, it’s hard to imagine the modern corporation without alpha leaders.

Then why do so many of them need executive coaches? As it turns out, alphas’ quintessential strengths are also what make them so challenging, and often frustrating, to work with. Independent and action oriented, alphas take extraordinarily high levels of performance for granted, both in themselves and in others. As one business journalist observed after meeting Jack Welch and Andy Grove in a single week, “Jeez, are they impressive and stimulating! But am I glad I don’t work for them.”

The alphas we’ve worked with think very fast, and this rapid processing can prevent them from listening to others – especially those who don’t communicate in alphaspeak. Their impatience can cause them to miss subtle but important details. Alphas, moreover, have opinions about everything, and they rarely admit that those opinions might be wrong or incomplete. Early in life, alphas realize that they are smarter than most people, smarter perhaps than even their parents and teachers; as adults they believe that their insights are unique and so put complete faith in their instincts.

Because their intuitions are so often proven right, alphas feel justified in focusing on the flaws in other people’s ideas or arguments. As a result, coworkers get intimidated, which makes learning from alphas difficult. The more pressure an alpha feels to perform, the more he tends to shift his leadership style from constructive and challenging to intimidating or even abusive. Organizations become dysfunctional when people avoid dealing with a difficult alpha and instead work around him or simply pay him lip service.

Unemotional and analytical in their cognitive style, alphas are eager to learn about business, technology, and “things” but have little or no natural curiosity about people or feelings. They rely on exhaustive data to reach business conclusions but often make snap judgments about other people, which they hold on to tenaciously. Because they believe that paying attention to feelings, even their own, detracts from getting the job done, they’re surprisingly oblivious to the effect they have on others. They’re judgmental of colleagues who can’t control emotions yet often fail to notice how they vent their own anger and frustration. Or they dismiss their own outbursts, arguing that the same rules shouldn’t apply to the top dog.

The more executive authority alphas achieve, the more pressure they feel and the more pronounced their faults can become. Alphas make perfect midlevel managers, where their primary role is to oversee processes. But as they approach CEO level, they’re expected to become inspirational people managers. Unfortunately, most organizations aren’t good at helping alphas make the required transition, which can be the greatest challenge of their careers.

Alphas require skilled coaches because it’s difficult for them to ask for help or even to acknowledge that they need it. They’re typically stubborn and resistant to feedback. After all, they haven’t gotten where they are by being self-reflective. As much as they love talking about accountability, they often fail to see that their own communication style, rather than someone else’s shortcomings, is what’s creating the roadblock. They’re uncomfortable showing vulnerability or taking a break from constant action. The coaching process can make them feel unproductive and out of control.

But effective executive coaching enhances individual capabilities; it doesn’t remake the alpha into an unrecognizable powder puff. The coach’s challenge is to preserve an alpha’s strengths while correcting his weaknesses. Coaches shouldn’t undermine the alpha’s focus on results; they should improve the process for achieving them. For the alpha, that distinction is of paramount importance.

In 2001, Dell embodied the corporate alpha archetype; its tough culture was all about getting results. But as the company matured and the tech industry faced its worst downturn, then CEO Michael Dell and president Kevin Rollins felt a need to change how the organization achieved its industry-leading results. They wanted to improve teamwork between the two of them and other senior executives, and they aimed to develop a more mature and welcoming corporate culture.

Michael and Kevin were respected throughout the organization for their intellectual acumen and superior judgment. But they were also considered demanding and, at times, intimidating. Not surprisingly, most general managers at Dell were cut from the same cloth and exhibited classic alpha leadership styles. Given their deeply analytic natures, Michael and Kevin began the change process by collecting data–inviting us in to conduct 360-degree interviews across the entire Dell executive team. This was not the first time that Dell had engaged us in executive coaching, but it was a more intense and focused process, driven by extraordinary commitment from the top.

Receiving critical feedback is never easy, but at Dell it has become an important part of the culture. Michael and Kevin set an example for other leaders by accepting difficult messages from their team and making visible commitments to the coaching and improvement process. The 360 feedback helped Kevin realize that his image as overly critical and opinionated was hindering his ability to inspire the organization. People thought he wasn’t listening because he jumped in so quickly with his own suggestions, instead of building on their ideas. In his efforts to help his general managers improve their business performance, he was making it difficult for them to appreciate his input.

Michael, for his part, came to see that his intense analytic focus at times made him seem remote and “transactional”– even to his most-valued colleagues. Through the 360 process, he learned that his people found him hard to read and craved more direct feedback. He was surprised to hear that his attitude of “celebrating for a nanosecond” had made people feel they were only as valuable as the last quarter’s results. Michael and Kevin also received feedback that tension between the two of them was causing anxiety in the executive team–something no one had been willing to tell them previously.

They resolved to improve their individual and joint leadership of Dell by agreeing to make only those major moves they both supported and to take their relationship from “good enough” to “great.” As a symbol of this commitment, they built adjoining offices separated by a glass door that’s always open. They now use humorous reminders to get each other’s attention. Michael gave Kevin a smiling toy bulldozer and asked Kevin to place it on his desk whenever he felt Michael was trying to plow over him. Kevin got a Curious George stuffed animal to remind himself to become more inquiring and open to other people’s ideas.

What started several years ago with a top-down personal commitment to change has subsequently enhanced organizational goals, modified the profile of the ideal Dell general manager, and launched a culture initiative called the “soul of Dell.” Michael, along with all Dell senior executives, receive 360-degree feedback on a regular basis, ensuring that the data collected are as fresh and objective as possible.

Alpha Coaching Traps

Like most alphas, Michael and Kevin needed help to step outside the constraints of their style and see themselves as others do. But alphas require a certain kind of coaching. The executive coach best suited to alphas has lots of experience handling superstars and standing up to bullies. The coach doesn’t have to be an alpha, but it helps to share characteristics such as an analytic orientation and a direct style of communication. When executive coaches fail to help alphas and their organizations, it’s often because they fall into one of three traps–each of which can stop the process cold.

First, some coaches make the mistake of playing “loose and light”–that is, they come across as too passive, simply reacting anecdotally to the alpha by falling back on their own nonexecutive experience and perspective. Alphas aren’t loose and light people, and they won’t see the coach who acts this way as either credible or relevant. After all, thinks the alpha, the kind of person who becomes an executive coach is far too nice and touchy-feely to ever understand what it really takes to deliver results. If an alpha believes his coach plans to turn him into an oversensitive wimp (which he knows better than anyone is the last thing his organization needs!), he’ll never give the coach a chance.

A second trap coaches fall into is excessive secrecy. Coaches understandably want to maintain a high degree of confidentiality during their work. Some think that the way to get an alpha to open up is to reassure him that no one else in the organization will find out about his vulnerabilities. By attempting to protect the client, a coach can unwittingly create an organizational black hole: Much effort goes into it; nothing ever seems to come out. But it’s important not to operate in a vacuum. Only by seeking input from coworkers can the coach truly understand the issues surrounding the alpha’s behavior. And only by talking openly about his commitment to change can the alpha turn around the pervasive organizational distrust he has created.

Coworkers must be included in the coaching process because lasting improvement requires the entire system to evolve. In many companies, coworkers are advised to manage around the alpha’s behavior, which inadvertently enables and perpetuates the undesirable patterns. But as much as coworkers may have hated the behavior the alpha is learning to modify, at least it was predictable. When the alpha’s behavior begins to change as a result of coaching, he becomes unpredictable. This can be terribly unsettling to colleagues unless they are included in the coaching process.

Possessing both intimidating personalities and genuine power, alphas expect the world to show them appropriate deference. But coaches should avoid the third trap–kowtowing–at all costs. This can be the difference between establishing a constructive relationship or an irrelevant one. It was with George Allen, former deputy commander of the Defense Supply Center Philadelphia, a $10 billion business unit of the Defense Logistics Agency. George is a typical alpha male. At one of our first meetings, he charged into the room, ignoring our outstretched hands, and announced, “Let’s not waste my time and yours. I’ve been like this for 30 years, and it’s highly unlikely I’ll change.”

Instead of trying to politely persuade him to sit down and review the organizational feedback we’d brought with us, we said,“Fine,you’re busy, and we could certainly use the four hours to do other work. Let’s not waste your time or ours, if you don’t want to make any changes.” We started to close the big binder filled with brightly colored graphs mapping out his strengths and weaknesses.“Wait!” he commanded. “What’s that?” That shift in interest was our first step toward establishing an effective coaching process.

The Right Way to Coach

Any executive with interpersonal problems has probably gotten feedback about them many times before we come along–so either he’s never fully understood the problems or he just doesn’t see any advantage to changing. Over the past 14 years, we have refined the process of coaching alphas to account for their personality quirks and help them see why they need to change their behavior.

Get his attention. The best way to capture the alpha male’s attention is with data–copious, credible, consistent data. That’s why we always get 360-degree feedback on our clients. We interview all the alpha’s direct reports, a half-dozen high potentials reporting to his direct reports, all of his business unit peers, and anyone in the organization with whom he competes. Our goal is to provide undeniable proof that his behavior (to which he is much attached) doesn’t work nearly as well as he thinks it does. We let the data shape our questions. If we’re told he is a poor communicator, for instance, we press for specifics: Does he interrupt people? Is he vague? Does he not listen? Does he fail to share information? Then we ask about the impact of his poor communication skills: How does his rapid-fire style affect your work?

A 360-degree assessment is a wake-up call for most alphas. They say, “Wow, these are people I deeply respect – strong performers – and they think that about me? I can’t believe they’re afraid to push back or that they think I’m stubborn and closed to their opinions.”

Demand his commitment. Once we get the alpha’s attention in this way, we have the leverage we need to make him address unpleasant issues. Because he is both practical and driven, if you can show him an easier way to produce immediate results, he will typically embrace it. But before we go any further, we insist on the alpha’s full commitment to the change process. We clarify his intention with two simple questions: Do you want to change? and Are you willing to do whatever it takes, including allowing us to help you?

We wait until we get a clear yes or no, pointing out any nonverbal cues that imply he isn’t committed (like saying yes while shaking his head no). If the answer’s no, we don’t continue. Trying to work with a defensive leader who isn’t committed to change only wastes our time and his company’s money.

Speak his language. Since alphas think in charts, graphs, and metrics, for maximum impact, we present our data that way – in alphaspeak. We turn the feedback collected from 360-degree interviews into metrics and then inundate the alpha with quantitative data to make sure he values the information enough to act on it. We summarize in a bar chart verbatim responses to 360-degree feedback, illustrating in a powerfully visual way the risks inherent in one individual alpha’s style. He immediately can see his areas of strength highlighted in green and the areas requiring improvement in red.

Hit him hard enough to hurt. After delivering the 360-degree feedback in graphical form, we review and discuss the verbatim comments from his coworkers, organized into competencies and themes. The alpha might be confronted with statements like, “He’s brilliant, but he doesn’t know a thing about people”; “We feel as though we’ve all been raked over the coals”; and “His need to engage in intellectual sparring and always prove he’s right alienates the team.”We deliberately preserve the emotionally loaded language we’ve heard to help the alpha realize the consequences of his behavior. Many alphas have been dishing out feedback with a two-by-four throughout their careers, and our process turns the tables on them. Since they believe in “no pain, no gain, ”they respond remarkably well to hard-hitting language. We regulate the level of pain, keeping it high enough to get their full attention but also presenting the changes as attainable. This is the point at which lip service frequently gives way to genuine understanding. One of our first alpha clients summed it up memorably: “It’s like I’ve got interpersonal B.O.! I just never understood until now how bad it was.”

Engage his curiosity and competitive instincts. Blunt feedback invariably triggers defensiveness. The alpha generally believes that everyone else gets defensive, whereas he simply speaks the truth. We point out signs of his own defensiveness and show him how this mind-set prevents him from learning. Another alpha metric tool, the Defensiveness-Openness Scale, has proven highly effective in engaging the competitive instincts of alpha leaders. Defensive behaviors like delivering long-winded explanations, expressing subtle blame, or trying to figure out who made a particular comment all earn poor marks. Asking the alpha to monitor his own defensiveness motivates him to see how quickly he can catch himself and shift into a more open frame of mind.

Five Steps Toward Alpha Growth

To change, the alpha must become more aware of his own motivations, more open to his peers’ contrary opinions, and more comfortable with public challenge. He also must learn to deliver feedback that’s useful rather than traumatic. When coaching an alpha client, we focus on five goals that will help him become a motivational leader of high-performing teams.

Admit vulnerability. In our experience, when an alpha admits he is afraid or asks for help, the impact on his team is profoundly positive. So it is a key milestone when an alpha expresses a fear or exposes a vulnerability.

Dell’s corporate culture began to change when Michael Dell and Kevin Rollins shared the results of their 360s with their executive team and, eventually, with thousands of Dell managers. Disclosing their imperfections was an uncomfortable stretch for them, but that action humanized them in the eyes of the team and made them more inspirational to the rest of the organization.

As one general manager recently commented: “Because Michael and Kevin have shared their feedback with us, we are all sharing our results with our own teams. We’ve all become more open, which builds camaraderie and trust. Knowing the changes my colleagues are attempting to make in their leadership styles also makes it easier for me to point out behaviors that irk me. After someone discloses that he periodically lobs grenades into meetings but intends to stop, we all have permission to call him on it. And we do.”

It’s natural for the alpha to want coaching and feedback to remain private. But the motivations of his colleagues can’t be ignored. Some people might want to settle the score, others may be expecting the alpha to finally acknowledge all their hard work, and some may even want the soap opera to continue. Public disclosure helps clear the air, enabling the entire organization to move forward.

When an alpha discloses the traits he’s working to improve, it helps convince his team that he’s serious about changing. Questions from the alpha like “How can I support you?,”“How can I connect better with you?”or “How can I lead you more effectively?” address old grudges in new ways, opening a whole new dialogue across the organization. The stronger and more dominant the executive, the more powerful the impact of disclosure.

Accept accountability. Alphas tend to feel very accountable for their own performance, but they have difficulty accepting responsibility for their impact on other people’s performance. We’ve never found an alpha – or anyone else, for that matter – who doesn’t try to shift the blame for performance problems to someone else. The blame is often subtle, but as long as it remains under the surface, problems won’t get corrected. In fact, until the alpha accepts ownership for his share of a problem, it simply won’t go away.

When thinking about accountability, we suggest that alphas use the “rule of three”: If a problem occurs just once–for example, if someone on his team misses one significant deadline–it might very well be that another person is solely responsible. But if it happens three times–if, say, the same individual misses three deadlines or three different people miss significant deadlines – then the alpha must take some responsibility and ask himself what he should be doing differently.

Alphas frequently pin a pejorative label on a skill they don’t possess to sidestep accountability. One alpha client, for example, used “politics” as his excuse for not accomplishing certain goals. We helped him see that it wasn’t politics – the real problem was that he had only one tool to get what he wanted: the hammer. “Politics” was a smoke screen for not knowing how to persuade people to change their opinions.

Presentations that take too long to get to the point are a pet peeve of alphas, who often read ahead, assume they already understand the key points, and interrupt presenters before they can communicate their information adequately. Rather than sympathize with the alpha’s impatience, we point out that it is the leader’s job to teach his team how to present information appropriately. We help the alpha distinguish between blaming and claiming his share of the responsibility. If he finds himself complaining that meetings take too long and don’t stay on track, for instance, we ask him to look at how he is wasting time and have him consider what additional coaching or guidance he might give his organization to correct those problems. If he feels frustrated that others don’t understand the gravity of a problem, we ask him if he has communicated in a way that mobilizes action. When he becomes angry because peers won’t modify a past decision even to avert a huge problem, we ask him if he has expressed his views in a way that makes people want to help him. When he feels the need to criticize an approach or process, we encourage him instead to contribute his own ideas. The most powerful step the alpha can take is to assume that whatever gets created “out there” is the direct result of something he has done (or failed to do) and is not simply somebody else’s fault.

Paradoxical as it may sound, when a leader admits he’s wrong and needs to change, he comes across as more confident and courageous than when he insists he’s right. That’s what U.S. Rear Admiral Dan McCarthy, head of the Naval Supply Systems Command, found when he asked us to help him improve communications flow in light of new challenges created by Operation Enduring Freedom. A big man with a forceful personality, the admiral initially responded to feedback delivered in a group meeting of 30 of his senior executives with a lengthy explanation and justification. But he caught himself and publicly acknowledged his defensiveness, taking full responsibility for the problem and the way his style contributed to it. Initially astonished, his team members quickly began to follow his example, identifying ways they each could improve communications.

Connect with underlying emotions. The alpha doesn’t like emotions because they cannot be controlled. He believes they impede logic and impair decision making. He will acknowledge that they play a role in motivating certain kinds of people in, say, a sales rally. But they don’t play much of a role in motivating him, which makes him distrust them. Ironically, though, the alpha is often teeming with unacknowledged emotions that in reality cloud his judgment. He tends to be out of touch with his feelings until they erupt in anger. And beneath that anger often lurk other emotions. Sometimes it’s fear that his company might take the wrong path; sometimes it’s disappointment that he hasn’t guided his team more effectively. Such subliminal fear and anxiety can be a real problem for alphas, because these feelings may be confused with intuition. (Is that flurry in the belly anxiety or a prescient intuition that something is off?) So it’s important for alphas to learn to distinguish intuition from anxiety.

Our coaching focuses on getting the alpha to recognize his underlying emotions while they are still at the niggling, flurry-in-the-gut level, long before the big eruption occurs. Tying emotions to physical sensations makes the process seem more concrete. If we can help the alpha feel an emotion more fully, it is less likely to burst out at inappropriate moments. If the alpha can tell when his feelings are beginning to intensify, he can channel them constructively and avoid a temper tantrum.

Balance positive with critical feedback. Alphas feel uncomfortable both giving and receiving praise, and they are adamant about not appearing soft. A strong manager, they say, is comfortable “telling it like it is.” As a result, about 80% of the conversations an alpha leader has with his team will contain critical comments.

Underlying the alpha’s reluctance to express appreciation is a self-perception that he does not require, or respond to, positive feedback. We help the alpha see that people reflexively react to criticism with defensiveness and resistance, whereas a balance of positive and negative feedback is more likely to motivate people to change. We don’t try to replace all of an alpha’s criticisms with validation; we want him to use both.

A brilliant alpha executive we recently coached has an uncanny ability to identify what’s missing in a business solution. This has led his teams to scores of technological breakthroughs, and yet it wasn’t enough to inspire individual performance or the commitment of his people. After many coaching sessions, we began to notice that, although he was generally open to our ideas and willing to take action, we weren’t having much fun working with him. His lack of feedback or acknowledgment was discouraging, even to us.

When we shared that insight with him, he was dumbfounded.“ But I’m spending all this time with you. I wouldn’t be doing that if I didn’t think I was getting a lot out of it.” His words made sense, but what had seemed obvious to him was not obvious to us. He realized then that his tendency to criticize rather than validate was triggering self doubt and fear in his most valuable team members. So he made a list of what he appreciated about each person on his team – not task-specific feedback but comments more reflective of each individual’s overall talents and contributions – and shared them publicly. His team now enjoys an esprit they’ve never had before.

Jim Gibbons, president and CEO of the National Industries for the Blind, is the rare alpha who easily expresses appreciation. In an off-site team-building exercise, he wanted his entire executive team to experience the power of praise. So we asked all present to note their energy levels before and after a 20-minute period in which each of them expressed appreciation to everyone in the room. Though dubious, the team complied. At the end of the exercise, to universal surprise, everyone reported higher levels of energy and optimism. Every team we work with reports similar results. Since the alpha tends to think everyone else is just like him, he often worries that people will equate praise with manipulation. He fears that if he tells people they’re doing well, it will go to their heads, they’ll stop working so hard, and they might even want more money. We help the alpha identify his fears about showing appreciation by having him complete two sentences:

• When people give me appreciation, I often think that ____________________.

• If I gave someone appreciation, I would be afraid that ___________________.

Then we work with him to identify barriers he puts up against receiving appreciation. These can include discounting, deflecting, putting himself down, explaining, distracting, joking, and countering by returning a compliment. Finally, we help him learn to express appreciation effectively. An expanded version of “good job” usually isn’t enough to motivate people. We tell the client to list all the people on his team, as well as all the peers he depends on for his success. Then we ask him to write out what he values in each person. For maximum impact, such feedback must be genuine and specific. It must explain how the person’s performance  helps the alpha and the business. The alpha then must express his positive feelings to the individual, restating his appreciation several times–with different wordings–so that the person really “gets it.”

Become aware of patterns. David was an inspiring and insightful CEO, but he also had a temper problem. He was usually warm and easy to connect with, but in tense meetings, he would invariably become angry and flushed and speak in a sharp, staccato tone that intimidated people, even though he never raised his voice. To help David become aware of this destructive behavior pattern, we looked for its roots. We asked him to recall the first time he ever reacted in this way, and he remembered being four years old and hitting his six-year-old brother over the head after his brother stole one of David’s toys for the hundredth time. And his brother never did it again. David roared with laughter when he realized he’d basically been using the same pattern ever since. He acknowledged that this approach was unlikely to motivate his senior executives.

People tend to slip into a whole set of dramatic, predictable roles that spring from the family and school dynamics in which they grew up. Many interpersonal problems in the workplace stem from people subconsciously gluing a family member’s image onto a coworker. The alpha may look like a demanding father to a junior manager or spark sibling rivalry in a peer. Almost no one is immune to these subtle family dynamics at work.They create the behind-the-scenes lobbying, venting, and complaining that characterize so many organizations.

We both see and are seen through our personas–through the roles we see ourselves playing or the roles others see us in. They act like distorted lenses and color the world according to their needs. The Rebel reflexively sees the world as full of people to be acted against. The Driver thinks the world needs supervision and discipline. The Jock views others as either winners or losers. Our projections intertwine with the projections of others, so authentic connection and communication become nearly impossible.

To get around this problem, we tell the alpha that any extreme behavior or recurring pattern signifies that he’s fallen into one of his personas. By giving the personas names and revealing how they work, we can begin to make the alpha more conscious of his behavior. Bulldozers, for instance, will plow through people if they think that’s what’s needed to get the right thing done. Some of their team members then become complaining Victims, who withhold good ideas because they don’t want to get run over by the Bulldozer.

Getting team members to give up these unproductive personas is a by-product of coaching the alpha. An executive team at a Fortune 500 pharmaceutical company, which had been extensively coached on personas, was debating whether to go ahead with a new acquisition. As the intensity of the discussion escalated, the group split into polarized camps. The CEO and COO pushed hard for the acquisition, while more conservative executives held back. The room crackled with tension. Suddenly the CFO, a large, gruff man, commanded the attention of the room by waving his arms and bellowing, “Mr. Rant and Rave is about to show up, and I can’t stop him!”

Laughter instantly broke the tension. By naming one of his own dreaded personas, he masterfully stepped beyond it. His self-awareness cleared the way for the group to review facts with a cool head.As a result, the CEO abandoned his Wheeler-Dealer persona, and the CEO and COO conceded their original position, thus avoiding a risky acquisition. Had the unconscious version of Mr. Rant and Rave appeared, no one would have laughed. The other team members would have escalated the drama, tuned him out, or disappeared, and the meeting’s objectives would have been forgotten. Instead, his awareness and honesty spurred others to let go of their defenses and move toward a constructive resolution.

What to Expect from Coaching

Prospective clients routinely ask how long the coaching process takes and what kinds of interim results they can expect. The answer varies widely, depending on factors like how broad the organizational involvement is in the coaching process, how committed the individual is to it, and how fully the culture of the company accepts it. For some alphas, 360-degree feedback followed by a half day of coaching and a few phone calls are all that’s needed for noticeable change. Alphas who are less self-aware usually need a half day of coaching sessions a month for three to 12 months.

Changes in behavior typically begin to show in three to six months, as the client harvests low-hanging fruit from our initial coaching efforts. Sustained changes take about a year. But the goal of coaching is to change the entire team dynamic, not simply to treat the alpha as an individual problem. After two years, an organization can be well on its way to transformation, with a dysfunctional and combative executive team turning into a collaborative and trusting one.

The alpha’s time and attention span are limited, and it’s not unusual for him at the beginning of the process to pay only lip service to the coaching objectives and avoid fully committing himself to the required behavioral changes. He needs to identify appropriate situations where he can begin to apply the new tools and approaches. Once an alpha gets to this point, you can count on him to follow through. As he begins to see the results of his behavioral changes, he initiates a powerful cycle that reverberates throughout the entire organization.

About the Author

Kate, a widely recognized executive coach, speaker and author, founded Worth Ethic Corporation in 1988. Her BS in engineering and PhD in psychology give her a unique approach when working with analytical, data-oriented executives who want to create company cultures where people perform at their peak. She has worked with over 1,000 senior executives in a wide range of industries.

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Contact Lenses: Will I Need Them After Lasik?

After refractive or laser surgery, many Lasik Houston clients expect to have perfect 20/20 vision, yet, when it comes to Lasik eye surgery, Houston Texas patients may experience less than perfect results.

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Another technological advance is wavefront eyeglasses, which can be used after problematic surgery. The lenses called, Zon High Resolution Lenses, correct corneal abnormalities and some types of astigmatisms using wavefront measurements. Night vision can be improved with ZHR lenses and may be the best way to enhance vision after issues following this surgery.

Yes, there may be times when you have to wear contact lenses after your surgery, but some patients will only have to wear them for post operative enhancement, after which they may have the vision they desired to obtain initially with their first operation.

You should be well informed about any surgical procedure. You will be evaluated with an initial base line eye exam to see if you are a candidate. All risks and benefits should be considered before making a decision. If you are not a candidate the following may be reasons: your career; if the patient is involved in contact sports since the corneal flap may be compromised from the surgery if injured; medical history problems; immunodeficiency; age if under 18 because of refractive changes; if corneal is too thin; if patient has dry eyes and if there have been previous refractive surgery.

About the Author

At the International EyeCare Laser Center, our doctors practice LASIK only - we are specialists. Dr. Charles Moore is instrumental in the design and development of LASIK diagnostic and surgical equipment. For more information visit our site: http://www.texaslasik.com/

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What hot deal for you: TaylorMade R7 Draw Irons is on sale for you only 399.99USD

TaylorMade r7 Draw Iron Set  on sale in Discount Golf Clubs

The new TaylorMade r7 Draw irons are the latest distance innovation from TaylorMade. Engineered with the same Inverted Cone Technology that has made their drivers #1 on Tour, these irons feature Draw Weighted Technology to remove weight from the cavity area at the toe and position the CG back and closer to the heel. An expanded COR zone provides increased yardage, especially on mis-hits. This revolutionary design makes the new r7 Draw irons more forgiving and more workable than ever before.

Futures:

  1. Delivers more power and superior ball flight for more distance. 

  2. Draw-Weighted Technology helps square the clubface fast at impact to promote a draw by moving weight from the cavity area at the toe, moving the CG back, and closer to the heel. 

  3. Ultra-deep and wide cavity creates super-low and deep CG for high launch and long carry. 

  4. Wide and cambered sole glides over turf to increase playability from all types of lies. 

  5. Inverted Cone - Higher COR and ball speed on mishits 

  6. Unique dampening web soaks up harsh vibrations. 

  7. Maximum Offset - Makes it easier to square the face at and through impact

FLEX OPTIONS Regular, Stiff/Firm GRIP TaylorMade Rubber Composition HAND Right IRON CONSTRUCTION Cast MATERIAL Steel MODEL R7 PLAYER Men SET COMPOSITION 4 thru Sand Wedge STOCK SHAFT Other TYPE Cavity Back

Review:

These clubs have been fantastic for me!!
when i bought these from a pro shop in chester i never knew what they would do for me. when i bought these i played off 20 i now play off 9 and all because of these irons. well done Taylor Made!!

I have mixed feelings about these clubs. I got the last march for $200, a great price. When I first got them, they were a huge improvement over my rac os's. I hit them 10 yards farther and a bit straighter. My focus was just on hitting a straight shot, instead of working the ball. Since, my handicap has dropped from a 22 to a 13 and the shafts have become too light. Even more than other clubs, the wrong flex effects the ball fight drastically. I now can only hit a huge hook. I cannot work the ball at all, and the clubs are a bit too forgiving, if thats possible. You get absolutely no feedback on misses. This has caused me to get lazy with my swing. These clubs would be fine if you are not still growing, unlike myself. I would probably recommend these clubs to people who shoot in the high 90s and are not truly interested in improving your swing. Kids should stay away from these clubs.

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About the Author

Stiff Draw is a post from: Supreme Golfing

Womens Set

Women in Corporate America - Have We Made Progress?

March is National Women's Month. Unfortunately, when you look at the overall statistics, things are not improving. In the last large-scale census done by Catalyst, most numbers either went down (such as the % of women corporate officers) or held stagnant (% of women on board of directors). This is not good! However, if I look at it on a smaller scale and see all the amazing women clients that I have worked with, I see a lot of progress and success. I choose to look at the positive and hopefully the micro will become the macro. Some of my own stats...The graduates of the first 9 month Professional Women's Dream Team class (a leadership development class for women) set goals at the beginning of those 9 months?95% of them achieved their goals. Of those who wanted to get promoted, 100% did!

Individual success stories from my female clients include the following:

One client was feeling very stagnant in her current role and wanted to play a bigger role in her organization. We developed a plan in her coaching session as to how she could get a promotion. Our coaching included role-playing talking about her accomplishments and coming up with a strategy as to whom she needed to network with to let them know her achievements. It also included helping her gain the confidence to go for jobs she would not have formerly pursued. She ended up getting a double-promotion and loves what she is doing!

In doing a networking assessment, one woman realized that while she was a good networker, she needed to follow more of the networking tips. She did and attributes much of her promotion to that.

Another woman was very skilled at what she was doing, but was not able to get senior management's approval for her promotion. Through our coaching, she realized how she was projecting herself to others. The way she communicated, both in what she said and in how she carried herself signified a lack of confidence, and therefore a lack of credibility to senior management. She became aware of those things, learned to correct them, and gained the credibility she deserved...and got the promotion!

Finally, one client had been told by her manager that she was doing all the right things in her job, but some people in the organization didn't have the confidence in her that was needed for her to be promoted. During our coaching sessions, we set a strategy which included gathering more specific feedback, figuring out the "WIIFM" (what's in it for me) for those individuals and how she could prove to those individuals that she had it in her to be promoted. After implementing her strategy...she got promoted!

When you are looking at women's progress in Corporate America, it's easy to get discouraged...however; I look at the individual successes and choose to be optimistic. Here are some other things you can do...whether you are a woman or a man:

1. Acknowledge and highlight the successes of the women in your organization.

2. Reach out and find a woman to mentor.

3. Understand some of the obstacles that hold women back (for example, not networking enough, communicating in a way that decreases their credibility, lacking the confidence to try for promotions, etc.)

Hopefully, the next statistics will be more positive! With the women I've met continuing to succeed in the workplace, they will be!

About the Author

Kerrie Halmi of Halmi Performance Consulting specializes in increasing women's success in business through speaking, coaching and facilitation. Kerrie has over fifteen years of experience in the Human Resources field with such clients as eBay, Wells Fargo and Kaiser. She received her MBA from the University of Michigan and is certified in coaching with Corporate Coach University International. See
http://www.halmiperformance.com

	Wilson Pro Staff Ladys Right Hand Petite set (1- Inch shorter than regular Women's set) List Price: $399.99 Sale Price: $299.99
	For 10 consecutive years Wilson Pro Staff complete sets continue to be the best selling mens and womens sets in the industry. The completely re- designed Pro Staff features deep center-of-gravity designs in men's, women's and the new teen model...

	Intech Aspect XR 2/8 Women's Right-Hand All Graphite Combo List Price: $219.99 Sale Price: $149.95
	Contains 1 and 3 Woods, 5 and 6 iron Hybrids, 7-Sand Wedge Stainless, Putter, Cart Bag with Matching HeadcoversThe Intech Aspect XR combo is our lowest priced combo frquently used by new golfers, teens too tall to use the conventional and junior sets and those just want to be able to play in that company or charity event...

	NEW Set of 5 B.M.P. Resistance Bands for Men And Women, Great for Any Home Workout Exercise Including Extreme workouts, Now Includes a 60 Day Money Back Guarantee List Price: $54.99 Sale Price: $24.99 Average Rating:
	Looking to turn your basement or garage into a home gym? Look no further than this set of five Black Mountain Products resistance bands, which offer the same functionality as a dumbbell set but in a fraction of the space...

	Wilson Hope LX Women's Right Hand Package set List Price: $399.99 Sale Price: $219.99
	Hope LX combines effortless style with premium components with a great cause. Game improvement technology, trendy style and contemporary cosmetics.#1 womens golf brand.

	Petite Ladies S5 Complete Golf Club Set (Perfect Fit for someone 5'0" - 5'5" Tall) Womens with Bag Square Drivers, Hybrids, Putter Etc $750 Retail List Price: $750.00 Sale Price: $359.99
	FINALLY... a set that is engineered specifically for the petite woman golfer...Complete Graphite Shafted S5 Precise Ladies Right Handed Golf Set... Square Shaped Driver, 3 Wood, and 4 &5 Hybrid clubs provide ultimate accuracy and distance...

Womens Set is a post from: Supreme Golfing

Grip Putter

live middle of nowere need help putter grip?

noticed that p.g.a. players are using a oversized grip . could i trouble somebody to tell what company makes this grip and were it is available omline thank you

Super Stroke Putter Grip is the hot, over-sized grip now. It's available at superstrokegrip.com.

	Odyssey Putter Grip, Americana, Blue/Red/White List Price: $10.99 Sale Price: $10.99
	Odyssey Putter Grips...Tour-Inspired Looks! Odyssey Custom Putter Grips feature: Designed with a look inspired by the Tour Semi-pistol shaping fits well with a variety of hand sizes Soft, tactile construction material enhances feel Models: Americana Island Breeze Jumbo Serpent Taboo Tempest Tropic Vegas Odyssey...

	Ping G2i Blue Putter Grip 1 Grip Sale Price: $4.50 Average Rating:
	The Ping G2i Blue putter grip is made out of soft tacky material that provides a precise feel and extreme comfort for confidence on the greens.

	2 THUMB GRIP 2 Thumb Putter Grip System Sale Price: $5.97
	2 Thumb Putter Grip System The 2 Thumb putter grip system was designed and manufactured to increase the consistency of the most important part of a golfer's game — putting. The 2 Thumb grip is used in a totally unique way, namely the thumbs being positioned side by side rather than the conventional one thumb above the other...

	Winn Excel Red Jumbo AVS Putter Grip List Price: $12.95 Sale Price: $10.99 Average Rating:
	Winn Excel Red Jumbo AVS Putter Grip Winn's thickest pistol putter grip, the Excel Red Jumbo AVS , is quickly gaining popularity on Tour and with OEMs. The soft, tacky Excel polymer provides excellent feel and comfort for success on the greens.

	Winn Excel Jumbo AVS Black Pistol Putter Grip Sale Price: $10.99 Average Rating:
	Winn Medallist Jumbo AVS Excel Black Pistol Putter Grip Features: Promotes a more stable stroke Ultra-soft, comfortable grip Features Winn's unparalleled Excel material

Grip Putter is a post from: Supreme Golfing

Driver Firm

Drinking Too Much: are you the Victim of a Pennsylvania Drunk Driver Accidents

Life is fragile. At any moment, an alcohol related accident can strip you or your family of everything worth living for. You could be strolling down the street or walking to your car in a parking lot or driving home from work or carpooling the kids to soccer practice. You could be anywhere doing anything that you normally do when a teen drinking and driving or a drunk driver any age ruins your whole life as well as that of your family through carelessness and negligence.

Pennsylvania personal injury attorneys, Joel Feldman, along with Kevin Marciano recently represented a 26-year-old woman who suffered a mild brain injury in a one-car accident. She was a passenger in a car operated by a drunk driver who lost control of the car, causing it to flip over. Attorneys Feldman and Marciano sued the drunk driver and the bar that served the drunk driver the alcohol, claiming the bar served the driver while he was intoxicated. The case was settled for $740,000.

Did you know that a restaurant, bar or club, catering company, hosting facility like a wedding hall, or private host can be held liable if the drunk driver was too drunk to drive? Did you know that a convenience store can be held responsible if it didn't check the I.D. of an underage driver? Not only is the driver responsible but so is the third party that got him in the drunken condition.

When you're the victim of an alcohol related crash, most likely you - if you're capable - or a family member or friend will contact your car insurance company. While that's a reasonable thing to do, it is not the only answer. The insurance company will not have your best interest in mind; they will have their own best interest in mind.

The best laid plans for the victim of a Pennsylvania drunk driver accident is to contact a law firm quickly. Why? A personal injury and wrongful death law firm goes above and beyond an investigation of a car insurance company. A law firm has more tools and resources at their disposal. If a law firm takes your case (even if you have limited liability insurance), they are focused on winning because if you don't win; they don't get paid. Life is fragile. A law firm may be able to help you put back the pieces of your life.

About the Author

Pennsylvania personal attorneys at the law firm Anapol Schwartz can be found can be helpful in the event of a drunk driving tragedy. Anapol Schwartz is a personal injury and wrongful death law firm and their lawyers may be reached toll free at 866-735-2792 or online at http://www.anapolschwartz.com/. Anapol Schwartz is a part of the group of law firms represented at http://www.legalview.com/.

	New Maximum Distance Golf Driver Mens Club Square Technology Golf Driver 10.5* Forged Titanium 460cc Firm Flex Graphite $189 Retail List Price: $189.99 Sale Price: $69.99
	New Men's RH S5 Titanium 460cc Graphite Shafted Driver. This 10.5 degree is specifically engineered to turn those weak slices into stronger, straighter drives. This High MOI (Moment of Inerta) Driver features a lightweight Medium-Firm Flex Graphite shaft for ultimate distance, control, and feel...

	Mens Square Technology Golf Driver 10.5* Medium / Firm Flex Graphite Shaft for Taller Golfers 6'2" to 6'6" +1" Over Standard Length $189 Retail Forged Ti Club List Price: $189.99 Sale Price: $69.99
	Are you a taller guy who can seem to find a driver that will fit you? Look no further. New Men's RH C500 Titanium 460cc Graphite Shafted Driver specifically designed for the taller golfer. This 10.5 degree is specifically engineered to turn those weak slices into stronger, straighter drives...

	Mens 460cc Square Technology Golf Driver 10.5* Forged Titanium Medium/Firm Flex Graphite Shaft $189 Retail List Price: $189.99 Sale Price: $69.99
	New Men's RH C500 Titanium 460cc Graphite Shafted Driver. This 10.5 degree is specifically engineered to turn those weak slices into stronger, straighter drives. This High MOI (Moment of Inerta) Driver features a lightweight Medium-Firm Flex Graphite shaft for ultimate distance, control, and feel...

Driver Firm is a post from: Supreme Golfing

Carbite Golf

	Rh carbite tour es wedge 52.08 steel w List Price: $70.00 Sale Price: $19.88
	Great Value! Tour ES Series Wedges... Carbite Mens Tour ES Brushed Satin Wedges feature: Loft/Bounce: 52*/8* 56*/14* 60*/8* 64*/5* Steel shaft available in Wedge flex Available in right-hand only Carbite...

	New Carbite X-Treme PB-X 56 Sand Wedge Sale Price: $19.99
	New Carbite Polar Balanced X-Treme 56 Sand Wedge with 14* of bounce and extreme spin. This is a great wedge for any shot around the green or from the fairway! You will love it! And what's not to love about the price?

	Rh carbite polar x-treme 56.14 steel w List Price: $100.00 Sale Price: $24.98
	Price Reduced! Polar Balance X-treme Wedges Carbite has spent 20 years of experience in applying the science of metallurgy to the art of designing high performance wedges. As a result of all this testing, Carbite introduces the all new PBX Tungsten (Polar Balance X-treme) Wedges...

	Rh carbite tour es wedge 56.14 steel w List Price: $70.00 Sale Price: $19.88
	Great Value! Tour ES Series Wedges... Carbite Mens Tour ES Brushed Satin Wedges feature: Loft/Bounce: 52*/8* 56*/14* 60*/8* 64*/5* Steel shaft available in Wedge flex Available in right-hand only Carbite...

Carbite Golf is a post from: Supreme Golfing

Driver Illegal

Is Nitrous Oxide Illegal or Legal?

In the United States, the possession of nitrous oxide is not illegal especially when it is used for medication given by a professional doctor or dentist. It is considered illegal (in other states) if it is used for personal consumption. It is prohibited by the law to inhale N2O to get high.

Most localities in the US consider the consumption and possession of N2O legal. The gas also known as “nitrous” is used to boost speed and power of vehicles (although the engine combustion sometimes causes violations of the traffic laws). In this case, the government is requiring a certified system component to avoid arresting drivers with automobiles set with N2O.

Legality

Federal law

The federal law of the United States recognizes possession of nitrous oxide, legal. The legality of the gas is governed by the Food, Drug and Cosmetics Act of the Food and Drug Administration (FDA). The FDA regulates the sales and distribution of N2O and not the possession.

The Food, Drug and Cosmetics Act states that the prosecution is only possible for “misbranding” clauses. It only prohibits the sales and distribution of N2O for the purpose of inhaling the gas. The intention of the buyer for recreational purposes should be proven by the court.

State Law

Every State have different regulations in the possession, sales and distribution of N2O. The law does not ban the possession and distribution completely. It only bans the market of the gas to the minors; another is by setting up a limit for the amount to be sold. It basically restricts the sales and distribution of N2O used as a recreational drug. Stores are required to get a special license for this operation.

Mainly, nitrous oxide is only legitimate when it is intended for human consumption under the care of a licensed physician. Some States determine the gas as illegal if it is inhaled for intoxication purposes. While other states deliberate the purpose of inhaling the gas is a crime.

Another legitimate use of nitrous oxide is for vehicle racing. It the so called “nitrous oxide system” of automobiles. However, there are reports that some drivers are caught by police with vehicles equipped with N2O on the grounds that they might utilize the gas as a cheap “drug.” The automobile upgraded with N2O is mixed with sulfur dioxide making it impossible to inhale. Some vehicle racing competitions ban N2O. The drivers of the racing cars set with N2O will be subjected to disqualification or suspension if proven guilty.

Legal Advice

If you will be charged of illegal possession or illegal sale and distribution of nitrous oxide under the state of federal law, you should contact a criminal defense lawyer. The lawyer will explain the laws and regulations that govern the drug to the person guilty of the crime. The legal officer will let you understand the case and the rules in your place and will explain the possible defenses that will let you win the case or at least lessen the punishment.

About the Author

In the whipping cream industry, James Palin is recognized as an expert. He is the owner and manager of the N2Overstock company, committed to provide high quality yet affordable whipped cream chargers. You can learn more about whip creams and nitrous oxide chargers at http://www.n2overstock.com/articles.

Driver Illegal is a post from: Supreme Golfing

Iron Senior

Are You Putting Your Senior Parents At Risk Of Death From Falls?

Each year, thousands of older americans fall at home. Many of them are seriously injured, and some are disabled. In 2002, more than 12,800 people over age 65 died and 1.6 million were treated in emergency departments because of falls.

Over 70% of home accidents happen in the bathroom and this is no different for seniors. The bathroom by far has the highest risk of falls for seniors because of the nature and modern designs of todays bathrooms.

As seniors age they still wish to remain independent and are not likely to ask for help bathing.

Standard bathtubs and showers are a minefield for accidents for seniors and there are many solutions that can reduce the risk, we will cover some of them now.

The first thing is to make the contact surfaces non-slip. There are many products on the market to stop the slipping and they are generally not that expensive.

The next thing is to place hand rails or grab bars next to the bath and shower. Most tubs and shower doors are not built to support the weight of a man or woman and are generally useless to assist if you start to slip or fall.

Regular tubs are hard for seniors to get in and out of because of the step up and over the sides of the tub. So hand rails are a must.

Make sure there are no lose rugs on the floor of the bathroom as these can move and cause a slip or fall. There are products on the market to fix rugs to the floor to eliminate this problem.

Make sure all electrical devices like blow-dryers and curling irons are safely away from the tub or shower. This prevents electric shock.

Now for the kitchen, the first thing to do is make sure all commonly used items are within reach without a step or stool. The less someone climbs, the less chance of falling. If you can keep the most used items at about waist level this makes it even better.

If there is any way possible, remove all step stools from the home if the seniors are starting to have trouble getting around on their own. Someone who is losing their agility can make a fatal mistake by using these stools.

One of the most important things that concerns the whole home and yard is to keep floors and walkways free from debris, papers or boxes, Anything in a high traffic walking area is a recipe for disaster.

About the Author

Jim corkern is an advocate and writer about senior citizen safety. learn more about his new
walk in tubs and learn how walk in bath tubs may save a senior from being crippled or even death.

	Orlimar "ZX-P Series": Irons Set: Senior Men's Edition; Right Hand, Regular Length List Price: $499.95 Sale Price: $229.95
	# Manufacturer: Orlimar Golf # Model: ZX-P Hybrid Irons # Condition: NEW, FACTORY SEALED # Makeup/Loft: 4-SW (8 Irons) # Dexterity: Mens Right Handed # Shaft: ZX-P UltraLite Graphite # Grip: Orlimar # Length/Lie: Standard/Standard Crafted specifically for golfers who need to slightly rectify their game...

Iron Senior is a post from: Supreme Golfing

Ping Tfc

Ping G10 And Ping Rapture Fairway Woods

PING G10 Fairway Wood

The Ping G10 Fairway Woods are engineered with a crown that directly intersects the sole to create a low profile head that combines with a long, shallow face for improved performance from all types of lies.

The intersection of the crown and sole results in a skirt-less design which allowed Ping engineers to reposition discretionary weight from the crown, face and hostel for a lower CG (center of gravity) location. An internal weight pad creates the low CG location and provides higher ball velocity and reduced spin.

 Features:
  1. Crown intersects sole for low profile
  2. Shallow, longer face for increased hitting area
  3. Large, internal weight pad lowers CG for optimal launch
  4. Lower lead edge
  5. Ping TFC 129F shaft 

Ping Rapture Fairway Wood

Manufactured from 100% titanium, the large-headed Rapture Fairway Woods offer exceptional forgiveness. A 6-4 titanium face is machined to produce a thin, highly-responsive face for maximum distance. An internal weight pad positioned directly below the center of gravity increases the launch angle and reduces spin to produce high, penetrating shot characteristics.

The fully-machined face is robotically plasma welded to the body for consistency and durability. The precision welds allow additional weight savings that are re-distributed throughout the club head for maximum performance.

The Ping Rapture fairway wood maximizes the lightweight and high strength properties of titanium to create a forgiving and reliable option for golfers of all abilities. A machined 6-4 titanium face increases ball speed for added performance.

Features:

1. A thin, fully-machines 6-4 titanium face provides consistent performance and stability at impact
  2. A large weight pad positioned directly beneath the Center of Gravity (CG) produces higher initial launch trajectory and low spin for longer, straighter carry distance

About the Author

	Ping i15 Driver 11* TFC 700 Stiff I-15 I 15 460cc Ti Used From: $279.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: i15, Titanium, 460cc CLUB: 11* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 700 D FLEX: Stiff GRIP: Ping LENGTH: 45...

	Ping i15 Driver 8* Graphite TFC 700 Stiff I-15 460cc Used From: $279.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: i15, Titanium, 460cc CLUB: 8* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 700 D FLEX: Stiff GRIP: Ping LENGTH: 45...

	Ping G15 Driver 12* Graph TFC 149 Soft-Reg SENIOR G-15 Used From: $239.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: G15, Titanium, 460cc CLUB: 12* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 149 D, Soft-R FLEX: Senior GRIP: Ping LENGTH: 45...

	Ping G15 Driver 10.5* TFC 149 Stiff G-15 460cc Ti Used From: $239.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: G15, Titanium, 460cc CLUB: 10.5* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 149 D FLEX: Stiff GRIP: New Kelmac LENGTH: 45...

	Ping i15 Driver 11* TFC 700 Regular I-15 I 15 460cc Ti Used From: $279.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: i15, Titanium, 460cc CLUB: 11* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 700 D FLEX: Regular GRIP: Ping LENGTH: 45...

	Ping Rapture V2 Driver 12* TFC 939 Regular golf club Used From: $219.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: Rapture V2 CLUB: 12* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 939 D, 52g, 5.0 tq FLEX: Regular GRIP: Ping LENGTH: 45...

	Ping i15 Driver 9.5* TFC 700 Regular I-15 I 15 LEFT Used From: $279.99
	Club Specifications: DEXTERITY: Left-Handed GENDER: Men BRAND: Ping MODEL: i15, Titanium CLUB: 9.5* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 700 D FLEX: Regular GRIP: Ping LENGTH: 45...

	Ping G15 Driver 12* Graphite TFC 149 Regular G-15 LEFT Used From: $239.99
	Club Specifications: DEXTERITY: Left-Handed GENDER: Men BRAND: Ping MODEL: G15, Titanium, 460cc CLUB: 12* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 149 D FLEX: Regular GRIP: Ping LENGTH: 45...

	Ping Rapture V2 Driver 12* TFC 939 Regular golf club Sale Price: $279.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: Rapture V2 CLUB: 12* Driver SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 939 D, 52g, 5.0 tq FLEX: Regular GRIP: Ping LENGTH: 45...

	Ping G15 7 wood 21.5* TFC 149 Soft-Reg SENIOR G-15 7w Used From: $139.99
	Club Specifications: DEXTERITY: Right-Handed GENDER: Men BRAND: Ping MODEL: G15, 17-4SS CLUB: 7 wood, 21.5* SHAFT: Graphite SHAFT SPECIFICS: Ping TFC 149 F, Soft-R FLEX: Senior GRIP: Ping LENGTH: 42" HEADCOVER: Matching headcover included

Ping Tfc is a post from: Supreme Golfing