I read Lorne Rubenstein's golf column with interest today. He focused on the emerging trend among LPGA Tour golfers to recognize and respond to a broader range of audience interest. It seems that the players have awoken to the fact that those who watch the game of golf are interested in much more than the players' performance.

Today, all LPGA professionals are required to attend pre-season seminars on the 'five points of celebrity'. In a two-day seminar, the participants examine such topics as Performance (of course), Passion, Relevance, Approachability and Appearance. They learn that they are expected to stroke both the ball and the audience. They practice playing to their public. As business professionals we can profit from these insights.

Performance will always be of primary importance and will be measured directly by the quality and quantity of contribution that we make to the organization's objectives.

We need to be mindful of the other factors too, and a brief reflection will prove the point.

Passion, the second factor, is readily noticed in business enterprises, even though it may not always be openly discussed. The dedication, tenacity, loyalty and personal alignment of certain staff members is frequently held up as a model for others to emulate. Enthusiasm, initiative, energy and/or persistence that is demonstrated by those who are focused on organizational objectives, is admirable.

Passion doesn't need to be high profile, but it certainly has to be harnessed to the strategic direction of the enterprise.

Relevance means 'currency' to me. It addresses the question of whether the perspectives and actions of the individual make sense in the light of existing circumstances. In a business this makes a profound impact on a wide range of behaviors - those relating to change, resiliency, openness, teamwork, customer satisfaction and collaboration among others. It could be observed (cynically) that there are far too many irrelevant people in today's business organizations. We seem to encounter them every day!

Approachability is key for all businesses and particularly for those whose business is 'service' - but then are any exempt? Value is added at the interface between persons and functions, very little emanates from an individual acting in isolation. Not everyone in our organizations is approachable however, so value can be difficult to create.

There are far too many who are too busy attending meetings or working on proposals/presentations to allow for, let alone encourage, spontaneous contacts. It may well be that we're robbing ourselves blind!

The last point is Appearance. My sainted Scottish aunt used to say that the outward appearance of the person was a reflection of the quality within. I like this statement, for it's so much deeper than first appearance suggests - if you'll pardon the allusion. If we are neat, clean, dressed and groomed appropriately for the occasion, we're telling others that we care enough to consider their feelings.

If we overdo it, looking as though we're a fashion statement or fresh from a Parade Square, we are asserting ourselves possibly at their expense and comfort. If we go the other way, uncaring about how others might feel as we 'make our individual statements', we are telling others they are not as important to us as we are to ourselves.

Membership in any business enterprise requires that we share perspectives and behaviors in common. What we define as 'individual expressions' need to be subordinated for the greater good. Surely we can optimize our personal impact, effectiveness and even our 'marketability' by devoting a few moments of thought to how we package ourselves?

Consider how well you are performing, your level of focused passion, your relevance to today's market demands, your approachability in the eyes of others and also your appearance.

Are there any opportunities for development?