My first assistant-coaching job in football was at William & Mary in 1961. The pay wasn't much, so to get $300 more per year, I agreed to coach the golf team. I didn't even know how to keep score, and really, my main job was not to wreck the van on the way to tournaments.
How on earth can otherwise sensible people get so involved in a football game? You could measure the lasting impact on the lives of the people who played it at just about zero.
In doing your work in the great world, it is a safe plan to follow a rule I once heard on the football field: Don't flinch, don't fall; hit the line hard.
I realized it might be possible to do such a thing, run for money, trot for wages on piece work at a bob a puff rising bit by bit to a guinea a gasp and retiring through old age at thirty-two because of lace-curtain lungs, a football heart, and legs like varicose beanstalks.
The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.