If Bob Rotella gives us the philosophy—focus on process, not outcomes—then players like Tiger Woods and Rory McIlroy show us what that looks like in practice. Not in theory, but under pressure, over time, in environments where performance is visible, measurable, and unforgiving.
Both have operated at the very highest level of their sport. Both have experienced periods of dominance, disruption, reinvention, and return. And in doing so, they have demonstrated a set of behaviours that translate directly into how effective managers should think about execution.
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