Greg Norman’s, former professional golfer, career spanned fourteen years. In that time he won 91 professional tournaments (20 PGA and 71 international). Unfortunately, he is remembered most for a tournament he lost, not the 91 he won.
It was on April 14, 1996 at the Master’s Tournament held Augusta, GA. Many would say the most prestigious of the four Majors. He led by six-stokes going into the final day. A lead he was unable to hold. “But then, the golfing world witnessed perhaps the most notorious Sunday crumble in Major championship history when the-then 41-year-old blew a six-shot lead to Nick Faldo at Augusta National.” He was known as the golfer who could not handle pressure.
In watching an ESPN 30 for 30 documentary entitled, “Shark: Legendary Career of Greg Norman,” this meltdown was revisited. Former CBS Golf Correspondent, Peter Kostis, made this observation, “The first sign of pressure is poor decisions; the second sign is poor execution.” Both of these signs appeared on Norman’s final round.
Pressure is something everyone will feel sooner or later. This is especially true of leaders. Pressure can be both internal and external. It is something we can exert on ourselves (internal) with an attempt to live up to preconceived expectations. It can be an external force that places strain on our performance. It is seldom the pressure we feel. It is how we respond to the pressure that matters.
How might pressure be handled?
Determine where the pressure is coming from. Is it something you are putting on yourself? Or is it being applied from without?
Calm yourself in the moment
Take responsibility for how you the handle the pressure
Examine the decisions you are making
Monitor how you are implementing your decisions
Even with this epic pressure filled collapse on that April day, Greg Norman was gracious. He never shifted any blame. He said afterward, “I screwed up. It was my fault. Nick played great, give him all the credit; his precision and ball striking were fantastic.”
Pressure may hinder your outcomes, but never let it mitigate your responsibility.