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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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Pistol Grip

Basic Sidearm skills

In this day and age of Police Officers achieving “competence” in skills, the ability of those Officers to be “trained” in practical skills has been severely diminished.

Especially in the area of firearms.

Police shootings in Australia are not exactly rare, but for some reason the standard taught to Police is to achieve the absolute bare minimum when shooting a few rounds at a stationary paper target. Indeed, it is almost taboo to seek further training, or to even voice the opinion that more training would be preferable, out of fear of being seen to be too “gung-ho”.

After 18 years of using firearms in some capacity, and having been trained by both the worst and best, I have picked up a little knowledge. I do not claim to be an expert, but merely someone who has learnt a thing or two.

But with that knowledge comes the awareness that the current practice of having a “qualification” shoot once every six or twelve months is not sufficient to maintain proficiency in a skill, much less a skill that is proven to erode due to the stress associated with being involved in a lethal incident.

Here are a few tips for those of you who care enough about your training to be willing to learn how to do things correctly. The skills outlined below can be practiced in the comfort of your lounge room, or on the firing range. They are not skills to make you a more accurate shooter on a comfortable shooting range, but to assist you in surviving the fight when someone is trying to kill you.

I practice all these skills at least once a day. 60 seconds a day, practicing these skills is enough for you to increase and maintain your handgun shooting skills far beyond what you are taught to achieve “competence” on the shooting range. These skills can even be maintained with 60 seconds of dry-fire practice. Is that too much to ask?

If you think you don’t need these skills, think about this: “Competency” is achieving the bare minimum amount of skills required to absolve your organisation from legal liability if you are injured or killed.

Do you think that is a sufficient amount of training for you to survive when someone is trying to kill you?

Breathing

Breathing, believe it or not, is under-rated. You do not merely breathe to live, but correct breathing is a technique that can be used to control your body during periods of stress. Slow and deep breaths will help slow your heart-rate and make your movements smoother and closer to perfection. Correct breathing is the foundation of effective combat shooting, and should be practiced at every opportunity. The easiest way to “learn” how to control your breathing is as outlined by Lt Col Dave Grossman when talking about “tactical breathing”. The four-count breathing is used to calm yourself and regain control of your body during times of stress. The “four-count” is simply saying to yourself, “One thousand, two thousand, three thousand, four thousand.”

Now do this: Breathe in for a four-count. Hold it for a four-count. Breathe out for a four-count, and then hold it for a four-count.

Do that four times, and your heart-rate will have slowed, and your concentration will be focused. Once you have practiced this, your breathing skills will become much better when shooting. Practice your breathing when practicing ANY shooting technique, so that it becomes an unconscious skill.

Wrist / forearm strength

Like it or not, if your organisation has not yet moved to semi-automatic sidearms, it soon will. The most common cause for a pistol jamming is through weak wrists. You need to have the strength to hold the weapon firmly as it is cycling to allow the slide to come back far enough to eject the spent case and load a new round from the magazine. I have seen people with weak forearms get stoppage after stoppage after stoppage through this one error.

If you do not exercise your wrists and forearms, then now is the time to start. When someone is trying to kill you, do you really want your sidearm to jam after the first shot?

Having said that, you should now realise that keeping your wrists locked and using your forearms when shooting is important. Practice it. A lot of people recoil from a shot when they are firing which only causes their weapon to jam. It is YOUR weapon. Control the damn thing!

Mindset?

This goes to mindset. When I was about 17 years old and fresh to the Army, I was tasked to load a mass of twisted barbed wire onto the back of a truck. Some crusty old Corporal told us the secret. If we tried not to get hurt by the barbed wire, we would get cut.

If we focused on grabbing the barbed wire and making it do what we wanted to, we might get cut, but we wouldn’t get hurt.

And it worked.

The same goes with handgun shooting. Do not worry about the noise or the recoil of the handgun. Focus on getting that one round to go exactly where you want it to go. I refuse to let my handgun control me. I make it do what I want. So should you.

Every time you practice your shooting, every time you are “forced” to spend time in the sun sweating on the firing line, remember why you are there. You are there to practice skills which will save your life. If you think you will never be shot at, if you think you will never have to use your firearm, then think about this: Do you only wear your seatbelt when you are going to have a vehicle accident?

Startle Response

“Startle Response”. Look it up. When faced with an unexpected physical threat, the body reacts before the mind has time to understand the threat. You will face the threat, your knees will bend, your torso will curl, and your arms will come up in front of your body to protect your vital organs.

The startle response position should be the start position for any shooting drill you perform. Not the silly “field interview stance” that looks like something out of a B-grade karate movie, but the real reactionary stance that you are likely to be in when someone tries to kill you. This provides you with the muscle memory to be able to rapidly draw your weapon and fire when someone is trying to kill you. That saved half a second could literally mean the difference between life and death.

Front-on versus side-on

There is a lot of debate out there over whether the isosceles stance or the weaver stance is more accurate when shooting.

We’re not talking about the firing range here, but in a life or death fight, so I will only talk about that.

Part of the “startle response” described above is that your body will face the threat. That’s a fact, so let’s deal with it. Another consideration is that if you are wearing body armour, the armour is more effective if hit in the front. So with those two considerations in mind, you should practice your shooting when facing the target, as that is the position you will already be in. Remember half a second might be the difference between life and death.

An additional consideration is that it is easier to move whilst keeping your weapon on the threat when facing the threat than it is if you are side on to the threat.

So, your shooting drills should result in you facing the threat when shooting.

Stance

A simple concept here. When shooting you want the most stable platform you can achieve. You don’t want your shots to put you off balance.

Your feet should be shoulder-width apart.

Your knees bent.

Your back should be slightly bent forward.

Your shoulders “rolled” forward.

When I practice my drills, I still say to myself, “Feet, knees, back, shoulders.” I recommend you get into this habit at least once a day, to allow yourself to get used to not only being in the best position when shooting, but allow yourself to become used to shooting from the “startle response” position.

Grip – one hand (in holster)

Without getting into the which-holster-is-better debate, it is important to realise that your grip on your sidearm before you draw your sidearm from the holster is important.

There is a saying that my American friends love, and it is apt for handgun practice. “Slow is smooth. Smooth is fast.”

When practicing your handgun draws, do it SLOWLY. Make sure you grip that sidearm perfectly every single time.

Push the web of your thumb and index finger down firmly and as high on the pistol grip as you can. There should not be the slightest gap between your hand and the backstrap of the weapon. This is important to control the recoil when shooting.

Wrap your hand around the pistol grip with your index finger resting along the pistol outside the trigger guard.

Now, when you have the correct grip, you should draw your weapon to a four-count.

One – With your weak-hand on your chest, draw your sidearm straight up until it is just clear of the holster. (Breathing in)

Two – Rotate your sidearm on the horizontal plane 45 degrees so it is now pointing towards the threat, but still at your hip. If necessary, you can start shooting at this point. (Breathing in)

Three – From the hip, bring your sidearm up, still pointing at the threat, to your chest, to meet your weak-hand. (Breathing in)

Four – With a firm two-handed grip, punch your sidearm straight out towards the threat at arm’s length. Your breath should be forcibly pushed out of your lungs to the point where someone standing 10 meters away can hear it.

Grip: Two-handed

One thing that needs to be explained further is the two-handed grip. It is amazing how many Police Firearms instructors are not able to teach this correctly. The reason for a firm two-handed grip is to assist in the recoil control. If there is a gap in your grip, the weapon will twist to that gap, making your shots off-target. So the goal in a correct two-handed grip is to have no gaps in your grip.

Your master-hand should already be firmly and correctly gripping the sidearm. Your weak-hand should now come up to match that. Your weak-hand does not “cup” the pistol to take the weight, a common error, as that does nothing for recoil control.

When you look at your master-hand on your sidearm, you will see a curved gap from the bottom of the heel of your palm, running up past the tip of your fingers, and underneath your thumb.

Your weak-hand heel sits in the gap on the pistol grip between your master-hand heel and fingertips.

Your weak-hand thumb slides into the gap underneath your master-hand thumb. Common mistake – Do NOT cross your master-hand thumb over your weak-hand thumb. This creates a gap in your grip. Your two thumbs should be lying horizontally along the side of the sidearm, with your weak-thumb on bottom and master-thumb on top.

The four fingers of your weak-hand should fold around the three fingers of your master-hand that are holding the pistol grip. The grip should be firm, but not too tight to cause fatigue quickly.

Practice this grip a few times, ensuring that you do it slowly and get used to the correct grip.

Another common teaching flaw, especially in this day and age of range-safety mentality is to have shooters holding their firearm at arm’s length constantly, even when not shooting. This is an error.

In combat, and that is what Police face when they are being placed in lethal encounters, you should not be tiring your arms out by holding your sidearm at arm’s-length all the time.

When moving, assessing threats, scanning your surroundings etc, there is nothing wrong with holding your sidearm in close to your chest. You can still have it pointed it at the threat, without tiring your arms needlessly. I refer to this as the “close grip”. This position is preferred to the “low-ready” where your sidearm is held at arm’s length pointed at a 45 degree angle to the ground.

The reason? The close grip position allows you to get your sidearm on target immediately without tiring your arms out.

Now to the actual shooting.

As you are punching your sidearm towards the threat, you are forcing the breath out of your lungs. A common misconception is that you should hold on to ¼ of your breath, but here’s another secret. Your body’s muscles are at their most relaxed when you have released all your breath.

Common sense dictates that you can’t hold onto empty lungs indefinitely, so you will need to shoot within a reasonable amount of time.

So, you are punching your sidearm, with a two-handed grip, towards your target. As you do so, you focus on the target, and where you want your round to land. You then focus on your front sight to make sure it is on target. Your focus then moves back to the rear sight to make sure it is lined up with your front sight. Back to the target for a final check, then front sight is focused only as you squeeze the trigger as far back as you can, focusing only on squeezing that trigger.

It helps to talk yourself through it, “Target - Front sight - Rear sight – Target - Front sight - Squeeze.”

Another common error when shooting is finger placement on the trigger. The tip of the index finger should be placed on the trigger, as opposed to shoving as much of your finger as possible inside the trigger guard. When you do not use your fingertip, the angle of your finger squeezing is not directly backwards, creating a “twisting” pressure on the sidearm, which results in round placement to the side of your point of aim.

The preferred area to be placed on the trigger is ¾ of the distance from the end of your index finger to the first joint, (being closer to your first joint). 

Once you have fired that shot, you need to remain focused on what you are doing. Keep the trigger depressed, and slowly release the pressure on the trigger whilst keeping your sidearm on target. Assess your threat, and re-engage if necessary.

If your threat is neutralised, you should then scan the area. This serves two purposes. Firstly it breaks the perfectly natural physiological response of “tunnel vision”, a form of perceptual distortion caused by stress in a lethal encounter, and secondly it allows you to assess for any other threats in your vicinity.

Whilst you scan the area, you may bring your sidearm back to the close grip. Another option is to keep your weapon on the threat when you scan to your left and right, and only bring the weapon back to the close grip when scanning behind you. I’ll leave that up to you, but whichever option you decide, practice it every time you conduct your drills.

All the basic drills I have outlined in this article are to be practiced and perfected prior to even considering more advanced drills. With the severe lack of practical firearms training in Australia for our members of Law Enforcement, the only way to increase your chance of survivability in a lethal encounter is to take responsibility for your own skill maintenance.

The best time to start is right now. Stand up, find some privacy and practice these skills now!

About the Author

Doug Nicholson served for over 9 years with the Northern Territory Police Force, during which time he worked in remote Aboriginal Communities, was a General Duties Shift Supervisor at the busiest Station in the jurisdiction and became a qualified Workplace Assessor and Trainer. He has travelled to the US for advanced training, as well as worked in both Afghanistan and Iraq as a Security contractor, and is now studying for a degree in Security, Terrorism, and Counter-Terrorism. He is the editor for Response Australia eMagazine, an online publication for Policing in Australia.

Doug can be contacted at editor@responseaustralia.net

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Pistol Grip is a post from: Supreme Golfing

Halo Hybrid

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.

This is because people fail to heed the cautions of their surgeon in regards to the amount of time it can take for the eyes to fully heal.

While some people can have near perfect vision days after this surgery, clients can wait as long as eight to ten weeks to get their eyesight right. These individuals often experience halos and glare when driving at night shortly after their Lasik surgery in Houston Texas.

This is because some patients suffer from a form of irregular astigmatism after the procedure, which can cause headaches and problems with evening driving. It is during these times when a Houston Lasik surgeon might prescribe post-operative contact lenses.

Most of the time, this surgery has the desired result. When it doesn't, a correction procedure called an enhancement can reshape the eye. A problem can arise however, when and if your cornea is too thin for correction. This is when gas permeable contact lenses are utilized.

Unlike soft lenses, gas permeable contacts are rigid, keeping the eye's form. GP contacts are used to reshape the cornea and are usually applied by a competent surgeon.

Recently, an alternative GP contact correction had been introduced. One solution is called SynergEyes, a hybrid lens that has the correction capabilities of the GP contact with the comfort of soft contact lenses. Houston Lasik surgeons use them because they are easier to wear and can assist in the correction process with little to no discomfort.

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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Armour Golf

Under Armour Performance Eyewear

A new line of Performance Eyewear from Under Armour designed to give golfers superior vision, strength and comfort on the golf course.

The Under Armour Performance Eyewear features APVX lens technology that provides a broader field of vision with up to 20% more clarity in the periphery and enhancing the total field of vision when lining up a shot off the tee or on the green.

The military-inspired lens is also up to 10 times stronger than a typical polycarbonate lens; it is created to withstand violent impact and keep your eyes safe.

Under Armour Performance Eyewear is available in three lens options:

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All three lenses block 100% of UVA, UVB and UVC rays.

Gray lenses offer true colour recognition in bright sunlight while Brown lenses are engineered to optimize depth perception.

Game Day lenses are ideal for discount golf clubs: it balances target and background brightness to optimize the contrast of a moving object on its background, making it easier to pick out the pin against a cluttered background and follow the ball in flight.

Under Armour incorporates technology into the eyewear frames as well. A combination of the very strong Titanium metal and a durable thermoplastic, Grilamid, result in the patented ArmourFusion frames, ultra-lightweight and impact-resistant, these frames stretch to provide a custom fit but also recover from bending and impact.

About the Author

discount golf clubs

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Armour Golf is a post from: Supreme Golfing

Golf Players

All Golf Players Must be Fitted for Golf Clubs

It is well know that a set of pro golf clubs off the shelf usually will never be a perfect fit for you? The golf clubs off the shelf are created for the average size person. Everyone of us are a different size and shape no two players have the exact same swing, so how is it possible one golf club size fit all!

If the clubs that you now own are a bit too long or just a little too short, then you are more than likely going to have problems. To find the perfect clubs for you, you will want to swing a few different length clubs. You will want clubs that are about the same distance from your belly button to the floor. Try out several different golf clubs at as many golf courses and driving ranges as you like. So this way you will find the right clubs that suit you!

If your renting golf clubs its a great way to try out a wide variety of them. Test them for a several months to ensure that you like them enough to make a purchase. Play a few rounds of golf with them until you find the right ones for your unique body, swing, and game.

Once you have tried out several different sets of clubs and you know for sure that you like the game, then it is time to be professionally fitted for your clubs by a PGA professional at your golf course or golf range. There is no need to do this until you can consistently repeat a swing. If you find that you cannot hit that well, then you do not need to be fitted for the expensive clubs yet!

A golf professional is always your best resource to find the best golf clubs for you. Everyone is built different and some clubs just will not feel right no matter what you do. This does not mean that you won't be able to play golf and need to quit playing. If you buy professionally custom fit pro clubs, then your golf game will be more consistent and accurate.

The first thing the professional will do is have you hit a few balls. Hit the ball normally and try to loosen up. The swing speed will be recorded to help your professional determine the correct shaft flex.

Most professional fitters will also determine the most comfortable length of club for you. They will even look at your hands to see if you need special grips. You may need longer or shorter clubs.

About the Author

Writer/Actor/Guitar Player/ I love life an everything about it.But most of all watching the sunset an the sunrise
I whop you found those tips on getting fitted for golf clubs useful. You can learn a whole lot more is you go here: http://appropriategolfswing.blogspot.com

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Golf Players is a post from: Supreme Golfing

Waterproof Full

What is Basement Waterproofing

One of the things that is key to a finished basement is a dry interior. Many have sump pumps and drains to remove excess water from their basements. However the optimum situation is to posses a waterproofed basement.

The waterproofed basement will prevent many of the common issues associated with failed pumps and removal systems. So the question for you is does your house posses a basement that is waterproofed. To answer that question you can do several tests.

The first thing to look for in a waterproofed basement is standing water along the edges of the basement wall and floor. Many times there will be a small spill way that removes the excess water to a sump pump or a drainage line.

If you are lucky and don't find standing water in you basement area you can perform a simple test to see if your basement waterproofing is up to standards. More than likely you will have a cement block wall that protects your basement area from the soil surrounding it. To see if you have a potential basement waterproofing problem through the wall you should tape a twelve by twelve section of clear cellophane wrap to the wall.

Simply check the cellophane wrap after the next heavy rain. If the wrap shows any signs of moisture you have a basement waterproofing problem. This moisture indicates that the waterproof containment system in your basement is not functioning properly.

This can be for several reasons. The basement waterproofing you have can be composed of one or several of the following items.

You may have a waterproof paint applied to the outside of your concrete block wall. This waterproof paint should have been applied to your wall at the time that your house was built. Many times the color of the basement waterproof substance will be black. This waterproofing is more than likely a petroleum based product. Over this substance you may find a plastic sheeting.

The plastic sheeting is a second barrier designed to keep the water away from the cement block walls. This basement waterproofing method however has only about a ten year lifespan as the material will become brittle and damaged as roots and soil movement attack it. Outside of this the house may posses a french drainage system.

The waterproofing allowed by a french drainage system is absolutely critical if you have a seepage problem through your as built basement waterproofing system. The french drain is typically a corrugated plastic tube with one inch holes drilled around it. This pipe is buried 4-6 foot in the ground in front of your foundation wall. The waterproofing of your basement by this method is more of a diversion of water rather than penetration prevention.

So what are your options if you don't have one of these systems waterproofing your basement. The market has created several different systems available to you now. You can paint the interior wall of your structure with a waterproofing substance or install a post build french drain. Either of these options are available to you.

About the Author

Charles Cater writes on many different subjects. Visit his affiliate sites at http://www.affiliatewebsitepromotion.com.

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Waterproof Full is a post from: Supreme Golfing

Practice Putting

The Art of Practicing

I have always believed that success, in practically any subject you can think of, is a direct result of "clear thinking". That is, the ability to understand very clearly what needs to be achieved and the action to set about surmounting very necessary hurdles in order to reach those goals. Less than successful people are either not clear in their goals or for one reason or another give up along the way. It's leveling that rough terrain, along with a clearly defined end result in mind that will get you there in the end. The success roadmap might go something like this:

Visualize goal => Surmount problems => Score

Sounds simple doesn't it? However, this clear thinking is all very well but it's usually the thought required before step 1 (visualization) that causes problems. Very often the goal does not manifest in mind because the process is so overwhelming.

And so it is with practicing the guitar, or any instrument for that matter. In more laymen's terms it's more like "What the hell should I be practicing?".

Practice is a constant struggle for many people. There is so much to learn and often so little time to allocate to it. For the jazz musician, clear thinking can be as simple as "I really like that Charlie Parker 2, 5 - how does he do that?". Then transcribing the line, practicing it in all keys and working the phrase into your own vocabulary. The 'score' as I like to call it is the ability to work it in to your own playing. I want to talk a little about that in a minute.

First, I think the most important thing to talk about is how to make best use of your practice time. There was a time when I started playing where I used to sit in my room and allocate 15 minutes to practicing scales and arpeggios, 10 minutes on technique exercises, 20 minutes on sight reading and 1/2 an hour on practicing my classical guitar repertoire. Why? because my teacher told me I had to. Years later once I started to study jazz guitar on my own I didn't feel the need to be practicing this way. It wasn't really benefiting me fully. I started to have my own goals in mind that I wanted to reach. I wanted to learn to play like one or two of my heroes, but more importantly because I liked what they played. Even more under the microscope were certain melodic lines and licks that tweaked my ear and fueled me to transcribe or simply copy the way they phrased or 'felt' a phrase. Once I clearly had in mind what I wanted to achieve I could go about achieving it - I knew what I had to do.

It's important to sit down to practice and be really clear about what you are going to do during that practice time. Now, one thing that helped me tremendously was when I made a huge commitment to scheduled practicing. In other words, deciding that every single day, no matter what, I would sit down and dedicate exactly one hour to working at this instrument. The amazing thing I found is that my regularly scheduled practice literally fueled my regularly scheduled practice! Does this make sense? What this means is that, the more I practiced, the more I wanted to practice. What started out as a committed hour turned into committed six hour sessions. Once I got into music college in London I remember waking up in the morning and practicing until I went to bed at night, remembering to eat on occasion. I was so fueled by the commitment to practice that the drive to play took over completely.

Regular practice clearly keeps your guitar technique on tip top form. There's nothing like picking up the guitar and playing a few short runs and being on top of your game, simply because you are playing regularly.

The other wonderful thing about committing to regular practice is that it actually helps you to think much more clearly, because you start to see results. Once you start to see results the concept of learning is much less overwhelming and you are able to make decisions about what you want to work on much more easily.

So do yourself a huge favor, first, make the decision to want to get much better at your guitar playing. Then once you have decided that, make a clear commitment right now and allocate a certain time of day to your guitar practice. If you only have limited time then give yourself what you know you can afford. Once you get your teeth into this system, if you don't have more time, trust me you will want to find more time. You might just want to wake up earlier. The drive to learn will take over.

Quality practice is key. I find now I am older that, if I let myself, I can get more and more distracted because there are so many other facets to my life. When I make the decision to focus 100% on my guitar problems and how I can surmount them, I find I can get completely absorbed for hours once I get going. Sometimes it helps to avoid those distractions from the outset. Maybe turn the phone off!

There is a huge difference between playing the guitar and practicing the guitar. I can play for days quite happily but am I learning anything new? Not unless I stop myself and work on my weaknesses. And there are plenty of those trust me! Many years ago I wanted to learn licks from my favorite players. I would hear a line and transcribe it. Many times I found that those musical phrases would not come out in my playing and I asked myself why. It dawned on me that there were three possible reasons:

1) I found the phrase too technically difficult to pull off.

2) It just didn't feel like it belonged in my vocabulary.

3) I hadn't fully explored the idea enough - perhaps I didn't fully understand how to use it in a practical sense.

Let's talk about these briefly.

Sometimes a horn line does not necessarily fit under the fingers on the guitar. The line might sound just terrific on a sax but if I can't play it on my guitar it's not going to have the same effect. In fact quite the opposite! Everyone is somewhat limited technically (although there are a few players that keep my head scratching I must admit!), every player has a ceiling in their own mind and I think it's perfectly OK to let some things go because they are just two gymnastic on the guitar. It's of course relative to each player's ability and comfort zone.

Occasionally I'll try and work something into my music vocabulary and it just doesn't feel like me. Some players sound great playing certain things and when I play them them they either sound too much like that other great player or I just don't feel it. Music has to be personal, it's OK to weed out stuff that you don't want to use, even when those 'weeds' are a rose garden to others.

The last idea is something very important I think. That is the idea that when you work on some new vocabulary or a new harmonic idea, that you fully understand how to use it and just as importantly, how to work it into your playing so it comes out naturally. Let's assume you are transcribing a lick on a CD you like. The first thing to do is to make sure you get the notes right. You might slow it down (there is plenty of software on the market that enables you to do this now). Whatever it takes, make sure the notes you are transcribing are correct. Then it is a matter of practicing that phrase so it feels good when you play it.

Now most folks stop right there and wonder why the phrase never shows up in their playing. The secret is to figure out exactly what chord (or group of chords) is being played underneath that line. After that, figure out what other chords could also be played underneath that phrase. Next, learn how to play that phrase everywhere on the fretboard, in different positions and keys. Finally and the most important, work the phrase into your own playing. To do this, start by improvising in any way that you normally might and focus on ways to connect that new phrase you want to play. The new phrase starts on a certain note and you will need to focus on that starting note in order to make a connection to it. Practice improvising freely and connecting to that new phrase, focusing on its starting note. Do this in all keys. Pretty soon you will know if the phrase is going to come out into your playing or not.

The art of practice is a huge subject and musicians have written complete books on it. But I do believe the real success starts with clear thinking. Make a decision to focus on something specific. Here is a more detailed roadmap to take on board:

1) Visualize. What do you want to work on - what do you want to achieve?

2) Plan. What exactly do you have to do in order to achieve that goal?

3) Action. Explore the subject in enough detail.

4) Surmount. Expect problems along the way - this is normal - don't give up! Just level the terrain.

5) Score - making sure that the subject is fully absorbed and part of your new musical make up, unless you decide otherwise.

Great players really got to grips with practicing in the early stages. It became fascinating to them and the results they saw fueled more practice. It's a self perpetuating phenomenon. By simply not practicing, the incentive to pick up your instrument diminishes over time. Then the excuses start to pour out in torrents. Then regrets. Then a very dusty guitar possibly in a dark attic somewhere.

Get practicing. Quality practice. Ask yourself questions. Look for the answers. Insist on results. This is the key to improving.

About the Author

Chris Standring is a recording artist and the owner of Guitar
Made Simple.com Visit this website for free guitar
lessons and a truly ground breaking home study guitar course.

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Practice Putting is a post from: Supreme Golfing

Ltd Black

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About the Author

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Ltd Black is a post from: Supreme Golfing

Mint Callaway

Whats better Callway or Titleist??????

My friend owns a callaway big bertha 460. I own a 975j titliest pro titanium driver. Mine is about 3 years old and his is only about 2 months old. H claims that his is a better quality driver. I dont care but i want to know if he is right. mine is in mint condition even though its 3 years old( i only golfed with it about 5 or 6 times) His is very nice as well. Give me some facts that make either drive better????

When I compare drivers or any club for that matter I compare three things about them to gain a fair and accurate assessment.

1. MOI or Moment Of Inertia. The MOI is the new buzz-phrase that all these dorks at all these proshops can't stop saying. But they are right. Seeing as how the BB460 has the highest of all Callaway drivers I would have to give the advantage on this one to BB460.

2. Forgiveness on Off-Center Hits. Forgiveness is key these days especially if you play 5 or 6 times every three years. The BB460 is weighted to its extreme outside aka Perimeter Weighted so it has a very high level of forgiveness. One more toward the BB460.

3. Lastly Workability. Workability encompasses characteristics such as: Feel, control, spin, and trajectory. Feel is just that. How does it feel to make good contact? To swing? Control... just how easy is it to exert your will over the ball with the club in your hand? Push or pull high or low control is a shot without spin. Next, spin: fade or draw maybe? backspin climbing drive or maybe just a dead knuckler punching straight up the fairway. The trajectory that the ball launches at or "Launch Angle" is very important and that has to do with front or back weighting of the club head. In this ever so important category the 975j is a kung-fu master and kicks the "A" off of the BB460.

The answer to the question is the Big Bertha 460 would be a better club for a mid to high handicapped player. However, the Titleist 975j ends up being a better club for a much better ball striker. I mean this thing is a tank on the end of a stick.
Both clubs are excellent clubs. But, the Big Bertha is a little more modern with a 460cc head the Titleist 975j boasts a 312cc head which at this stage of the almost looks like a 3wood. In general terms the BB460 wins.
If I had to pick between the 2 based on my own game and preferences of feel and workability I would pick the 975j.

So Big Bertha wins.

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Mint Callaway is a post from: Supreme Golfing