The Blind Leading the Blind – Emotional Intelligence and the Unaware Leader

"The Blind Leading the Blind" by Pieter Bruegel the Elder (1568)

File:Brueghel Blinde.PNG. Licensed under Public Domain via Wikimedia Commons

Fifteen years ago, my oldest son sat in front of the mirror looking at the little person staring back at him from the glass.  The baby in the mirror mimicked his every move.  He looked quizzically at the other child, then reached up and pulled his hat off.  Up until this moment, he had played with his reflection as if it were another baby, but now he had made a life-changing discovery.  He become aware of himself, taking the first step in becoming aware of those in the world around him.  This self-awareness is the first step in learning to interact with others – of learning to influence those around us. 

Recently, a reader asked what I considered the ten most important leadership traits.  The question has been on my mind since.  I repeatedly listed the defining characteristics of a true leader, but each list was a duplication of hundreds of others I have read.  I didn’t feel that adding to the already substantial and extensively studied genre would be as beneficial as taking a road a little less traveled.  Therefore, I decided to expand upon a factor I see as essential in any interpersonal relationship.

This came to me as I tossed and turned in bed trying to get my biological clock to figure out where I was and what time it was after another trip half way around the world.   As happens in the state between consciousness and unconsciousness, I experienced a moment of clarity.  Maybe it was a result of my overwhelming fatigue or because I sympathized with my wife’s efforts to sleep through my nocturnal gymnastics, but it occurred to me how important awareness is in our relationships with others.

A leader must influence others to contribute their time, efforts, and passions to achieve a vision.  Leaders can approach this one of two ways.  They can force or motivate.  While the former can work provided the leader has the brute force or authority to enforce their will, it is far from the most effective method.  In this environment, devotion to the cause is low and resentment to the leader high.  A beaten dog will lash out at its oppressor at the first opportunity.  People are no different. 

On the other hand, while motivating others to contribute their efforts to your cause willingly is much more nuanced and at times difficult, it is much more effective since it builds devotion and enthusiasm for the leader and their vision.  Motivated people are more willing to sacrifice and go the extra mile to reach the organizational goal.  However, motivating others requires that you understand yourself and the other stakeholders in the process.  It requires awareness on multiple levels.  It requires emotional intelligence or EQ.

British journalist Russell H. Ewing explained the difference between these two approaches.  He explained:

“A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting. A boss is interested in himself or herself, a leader is interested in the group.”[1]

Dr. Travis Bradberry,[2] coauthor of Emotional Intelligence 2.0, divides emotional intelligence into two categories:  Self-awareness and social awareness.  These describe how we perceive ourselves and those around us.  This, in turn, determines how we manage, first ourselves and then others. 

Our ability to influence others is predicated on our understanding of their needs, preferences, strengths, and weaknesses.  However, to understand others, we must first understand ourselves.  Hence, self-awareness is the first step.  Psychologist, scientist, and journalist Daniel Goleman wrote:

“If your emotional abilities aren't in hand, if you don't have self-awareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”[3]

Self-awareness ensures we understand our own strengths, desires, and limitations.  Without this, we cannot possibly lead anyone else. 

Knowing what we are and are not capable of is only part of the equation.  We also must have a vision of where we want to go and why.  If we don’t know where we are going and have a compelling reason why others should follow us there, how can we lead them?  We are merely blindly leading the blinded.  Carl G. Jung said: 

“Your visions will become clear only when you can look into your own heart. Who looks outside, dreams; who looks inside, awakes.”[4]

Self-awareness is even more vital in a team environment where we must mobilize individual talents and manage the inevitable conflicts.  Until we know who we are, what makes us tick, our strengths and weaknesses; we cannot begin to understand and effectively manage ourselves, let alone others.  Until we know and are able to admit what we can and cannot do, we cannot begin to see the value others can contribute to our vision and goal accomplishment.  No amount of education or number of honorifics after our name can possibly ensure we know everything.  We need others to fill in the gaps. 

Furthermore, no one wants to work with someone who insists they have no faults and cannot see beyond his or her own ego.  If you are not able to acknowledge your limitations and recognize the relative strengths of others, those with better insight, the ones you really need on your team, will refuse to follow.  Even if you happen to be charismatic enough to attract people to your cause, you can only berate them or lead them into a ditch so many times before they stop following.  On the other hand, a climate that fosters respect for the contribution of others breeds devotion and cooperation.  The late co-founder of Hewlett-Packard David Packard pointed out:

“A group of people get together and exist as an institution we call a company so they are able to accomplish something collectively that they could not accomplish separately – they make a contribution to society, a phrase which sounds trite but is fundamental.”[5]

As part of a team, we need to feel needed – to feel we can make a real contribution.  We also need to feel that our opinions matter – that even the leader is open to feedback and advice even if it questions their decisions.  Only a truly self-aware person can take critical feedback without taking offense.  Even unjustified and malicious criticism has the potential to help us improve. 

Once we have a fair and unbiased awareness of ourselves, we can begin learning to understand others.  Knowing what motivates every member of our team can unlock the enormous potential contained therein.  Motivation is highly personal.  Some are motivated by material rewards while others by praise or accomplishment, but most people will give their all to be part of a winning team, even if the fiscal rewards are higher elsewhere.   Simon Sinek, the author of Start with Why explains how different rewards motivate.  He says:

“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute,” [6] furthermore, he also pointed out that, “We follow those who lead not because we have to, but because we want to.”[7]

How do we make people want to follow us?  Effective motivation is relationship based not transactional.  While earning a paycheck is one of the main reasons we work, the non-monetary rewards of working on a great team that accomplishes great things often has more influence on where we choose to work, how long, and how much effort we are willing to expend for that employer.  

For example, Fortune ranks Google as the best company to work for in 2015.  They write that while employees consider its famous perks a plus, employees most often point to the opportunity to work with great people and accomplish great things as the greatest perk of all.  In fact, Google goes to great lengths to facilitate interactions between its employees.  The free food and fun are engineered to create opportunities for employees from all over the organization to interact, building a strong corporate team.  The cafeteria lines run just slow enough that one has to stand in line, giving an opportunity to chat with others around you.  The tables are long and set close together causing strangers to sit near each other.[8]  These factors cause people to interact with others outside their own circle.  The result?  A cross-pollinization throughout the organization that breeds enthusiasm and innovation and a company that attracts and utilizes the best and brightest.

Similarly, a leader must get to know their people and learn what motivates them.  This is a vital first step in getting the most out of the team.  When we take time to know them and let them know we are interested in them as a person their devotion and motivation increases.  My father recently retired from Swanson Enterprises.  He fondly tells of corporate leadership visits to his machine shop.  The CEO and head of human resources would spend a significant amount of their time wandering around the shop floor talking to the workers.  He said they knew each of them including details of their families.  My father felt part of the team, he felt his leaders knew him and cared about him. Even in retirement, he is still a company advocate.

As Dr. Bob Nelson, an expert on employee motivation said: 

“An employee's motivation is a direct result of the sum of interactions with his or her manager.”[9]  

As with motivation, this interaction can be positive or negative.  Positive motivation results from the employee feeling valued and the leader helping them succeed by effectively utilizing their talents and abilities.  When in touch with his or her people, the leader speaks to what is important to the employee and sets them up for success.

Leaders’ awareness does not end with those they lead.  It extends up, down, laterally, and outside the organization.  John C. Maxwell’s The 360° Leader explores this concept in depth. He points out that:

“Ninety-nine percent of all leadership occurs not from the top, but from the middle of an organization.”[10]

This means that leaders must be aware of the needs of all stakeholders and be able to influence people above, below, lateral, inside, and outside their organization.  Ignoring any one of these groups could leave them without the knowledge and resources they need to succeed. 

Those above us set the vision, but not usually in a vacuum.  Being aware of their desires and needs not only helps us align our efforts to their vision, but also helps us to shape that vision.  People are more likely to listen to those who listen to them.  When we take time to understand our leader and their vision, we tell them we care about it and want to help achieve it.  This does not mean we blindly accept their vision but we rather try to understand it so as to be able to align our efforts to the leader’s and framework our proposals to fit it.  This puts us in a position to improve the joint vision. 

This concept applies to those below us.  When we are aware of the needs and desires of our subordinates as well as what they are able to contribute, we can assimilate this into our vision and ensure those above us are able to do the same with theirs.  This applies to our lateral relationships.  Knowing the resources and needs of those in other parts of our organization allows us to marshal their resources as well as support their efforts in achieving organizational goals.  In this way, all in the organization are pulling in the same direction.

The success of an organization, however, is not independent of external factors.  We all have customers, suppliers, government regulators, and those impacted by our operations.  While it is impossible to know everything, being aware of the needs and potential contributions of all these players is vital to our own and our organization’s success.  Products flop because companies ignored the voice of the customer. Expenses spiral out of control because companies fail to keep abreast of what is going on with their suppliers. Businesses lose access to markets or bases of operation when locals, upset at exploitation or negative environmental impacts on the population, rise up against the company as happened after the Union Carbide disaster in India in 1984, which killed almost 4,000 and injured over 550,000.

Being aware of all these stakeholders allows us to take their needs, opinions, and desires into account when setting goals and working towards them.  Managed correctly, we can mobilize the assets they have to offer in pursuing mutually beneficial goals while minimizing negative impacts, which increase their opposition to our operations.  It is said that a rising tide lifts all boats, but this is not necessarily good if the rising tide is a tsunami.  While steamrolling the opposition can work in the short term, it often blows back on us down the road.  Those we steamrolled may be our future employees, suppliers, or customers.  Cultivating good relationships will rarely backfire.

When we swallow our pride and look try to become aware of others, our horizons expand, our resources increase, and our vision of what is possible becomes clearer as we include more and more perspectives and points of view.  None of us made it this far alone and our continued progress depends on our ability to marshal those around us to our cause and help them make it theirs as well.  Myopia will only lead to the ditch of disaster, a broad view puts us on the pathway to success.

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[1] Font Stream Admin. Font Stream. 20 January 2014. Webpage. 5 April 2015. <http://www.frontstream.com/30-inspirational-employee-engagement-quotes/>.

 [2] Bradberry, Dr. Travis. Why You Need Emotional Intelligence To Succeed. 12 January 2015. 4 April 2015. <https://www.linkedin.com/pulse/why-you-need-emotional-intelligence-succeed-dr-travis-bradberry?trk=object-title>.

[3]Goleman, Daniel. Brainy Quote. 2001-2015. 3 April 2015. <http://www.brainyquote.com/quotes/quotes/d/jwCJZcZVpbHRyy0W.99>.

[4] (Jung) Jung, Carl G. Good Reads: C. G. Jung Quotes. 2015. http://www.goodreads.com/author/quotes/38285.C_G_Jung. 18 April 2015.

[5] Font Stream Admin. Font Stream. 20 January 2014. Webpage. 5 April 2015. <http://www.frontstream.com/30-inspirational-employee-engagement-quotes/>.

[6]  (Font Stream Admin)

[7] Sinek, Simon. "TED.com." September 2009. Simon Sinek: How great leaders inspire action. 5 April 2015. <http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en#t-11422>.

[8] Colvin, Jeff. "Fortune 100 Personal Bests - The 100 Best Companies to Work For." Fortune 15 March 2015: 32-36. Print.

[9] Nelson, Bob. Brainy Quote. 2001-2015. 5 April 2015. <http://www.brainyquote.com/quotes/quotes/b/bobnelson194814.html>.

[10] Maxwell, John C. The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization. Nashville, TN: Thomas Nelson, Inc., 2005. E-book.

Earned, Gained and Lost – Unlocking the Dividends of Respect in Team Building

Franklin D. Roosevelt, General Dwight D. Eisenhower, General George Patton, and Winston Churchill: Leveraging Respect in Leadership (Source: Wiki Commons)

Great leadership talent exists in times of peace as well as crisis.  However, extreme conditions demand that everyday people become extraordinary.  Some of the 20th Century's greatest leaders were proven in the crucible of the Second World War.  Political leaders like Franklin Delano Roosevelt, Eleanor Roosevelt, Winston Churchill, Queen Elizabeth, Josef Stalin, Chaing Kai-she, and Mao Zedong faced the challenge of motivating their nations to sacrifice comfort, money, and time to support the effort to free their countries from external threat.  Meanwhile, military leaders like Dwight D. Eisenhower, George S. Patton, George McArthur, Charles de Gaul, and Georgiy Zhukov faced the prospect of motivating their troops to risk their lives in defending their homeland, many going willingly to certain death.  What was it in these people that motivated their followers to risk all to follow them?  There are several motivators in the leader's toolbox.  However, only one - love and respect - has the power to motivate people to give their all willingly and gladly to fulfill the leader's vision.

While all these leaders undoubtedly motivated their nations using the soft power of patriotism, love of homeland, and charisma, their overall approaches varied significantly.  The Soviets and the Chinese resistance to foreign domination augmented the carrot of patriotism with the very large stick of oppression.  Many Soviet soldiers heroically advanced to certain death without a glance backward, but there was, nevertheless, an added motivator to keep them going forward, the People’s Commissariat of Internal Affairs or the NKVD.  The Soviet soldiers well knew that while going forward meant near certain death, they knew that chances of survival were greater advancing toward the German lines than retreating into the hands of Stalin’s security forces.  They also knew that surrender was not an option, not only in the sense of General Ivan Panfilov’s words, “Before us lies death, behind us Moscow.  There is nowhere to retreat,” but also Stalin’s threat that the family of any soldier surrendering to the enemy would be sent to the Gulag.  While patriotism in the Soviet Union was undoubtedly high, fear of State imposed consequences for less than full obedience was also a big motivator.

However, the British and Americans took a different approach.  Franklin D. Roosevelt’s fireside chats and Winston Churchill’s speeches on radio and before Parliament were voices of hope in the darkness of war.  Using the power of their own personalities and love of the homeland, they steeled their nations without the need for penal battalions and NKVD enforcers. 

Leaders have numerous tools for motivation at their disposal.  They can lead from the front, motivating their people to succeed by their example and devotion to the ideal they represent, or they can threaten from behind, forcing subordinates forward through fear and intimidation.  While the soft power of respect and positive motivation requires sustained effort, it nevertheless provides much greater dividends.  We are willing to go to greater lengths for those we love and respect than for those we fear.  A dog beaten into submission will bite back at the first opportunity.  People are no different.

Respect is necessarily backward looking as its Latin roots show.  We see its root in spectator and spectacles.  By adding the re- prefix, it takes on the meaning of looking again or looking back.[1]  In meeting someone, their perceived potential plays a role in building respect, but it this is only transitory.  It is the accumulated effect of their actions over time, viewed from the clearer perspective of the present, which builds respect.  Hence, we follow leaders for reasons tied how we see their past actions – if they have proven themselves worthy of our respect.  Hence, there are various motivators based on our past interactions that motivate us to follow or not follow our leaders.

Consequently, the motivation to obey our leaders falls into four basic categories.  The first and most primitive is fear of punishment.  Although General Dwight D. Eisenhower cautioned against this approach to leadership by pointing out, “You do not lead by hitting people over the head – that’s assault, not leadership,” pain avoidance can motivate.  Nevertheless, fear does not inspire one to excel and does not build effective teams.  Rather, it builds resentment and mistrust.  Working out of fear, we do only what is necessary to avoid the leader’s wrath, and the suspicion fear breeds can drive a wedge between members of otherwise effective teams. 

The second category involves rewards.  Pay, bonuses, performance awards, and promotions are common examples.  Promised rewards are probably the most widely used form of motivation, especially in Western meritocracies.  While rewards are an effective and important part of any leadership plan, they are not the whole answer. Although incentives motivate, they do not necessarily inspire or build team cohesion since the effect lasts only as long as rewards continue and competition for recognition or material rewards can fragment teams. 

The third motivator is duty.  Although of a higher order than the base inducements of the first two, it still does not necessarily inspire.  Many of us would go to work out of duty and do what is expected of us, even giving up some of our comfort, but this still lacks the ability to inspire us to willingly sacrifice more than the leader asks or duty requires.

Inspiration truly comes into play only in the highest order of motivation – love and respect.  Eisenhower defined leadership as, “the art of getting someone else to do something you want done – because he wants to do it.” As the top military commander, Eisenhower had the positional power and broad authority to punish those who did not obey his commands.  However, he preferred to use his soft power to influence his men and women.  They respected him and knew he respected them in return. 

General George S. Patton also understood this principle and the need to lead from the front.  While notorious for his temper, his men nevertheless followed him out of respect and because he respected them in turn.  His leadership philosophy was, “Do everything you ask of those you command.”  Patton lived, fought, and suffered with his men, and they, in turn, were ready to follow him to the ends of the earth.  His wish to be buried among them in Luxemburg in a grave marked by a simple white cross, identical to those marking the resting places of his men who valiantly followed him to their deaths shows this devotion. 

Luxembourg American Cemetery and Patton Grave

(American Battle Monuments Commission, via Wikimedia Commons)

While these famous leaders are great examples of the power of earned respect, other less renowned people have a profound influence on our lives, powered by the respect they earn through daily contact.  My father is such an example. 

Although not a man of great learning or worldly influence, my father is, however, a man possessed of wisdom, integrity, and compassion for others.  He is a friend to all and always true to his word.  His closest and most enduring friendships were with those, who could bestow little worldly advantage.  Perhaps that is why those friendships were so close and their respect for him was so great. 

My father worked hard his whole life, rarely asking anyone for help.  Nevertheless, anytime there was a need, especially among the elderly of our small town, my father would be there with his seven children to help.  He not only showed us how to act, he led us in selfless service.    

The value of service I learned from my father has been vital to my growth as a leader.  He taught me caring for people was more important than authority, material compensation, or what can be gained from the relationship.  In fact, he made it clear that I was to under no circumstances to accept anything more than cookies and lemonade in return for service.  I learned that a warm smile, a hug, a thank you, and the knowledge that you have helped someone means more and is more lasting than any monetary reward ever could be.  I am amazed at the enduring friendships, built on gratitude and mutual respect that he has cultivated.

My Dad and his legacy - Thanksgiving 2016

My respect for my father extends beyond his example of service.  The firm but fair way he and my mother enforced discipline in our home has left its imprint on my life.  My father rarely raised his voice or physically punished us, and when he did, he had a more than ample reason.  He and my mother enforced high standards without oppression.  We obeyed because we loved and respected our parents and didn’t want to disappoint them.  My father insisted we display the same integrity and work ethic he showed. He never demanded my respect – he earned it.  Through years of teaching, mentoring, and being an example for us, he was someone all seven of us could admire and strive to be like.

My father taught me many things, but one lesson, in particular, had a special impact.  Once, when I had done something against the high morals my parents had instilled in me, my father explained the importance of a good reputation – of the respect people have for you.  He explained that it takes a lifetime to build a good reputation, but a thoughtless act can destroy it in a moment.  Furthermore, he taught me that while I can choose my actions, I cannot choose their consequences and must take responsibility for my own choices.  In this, he pointed out that perception matters more than intent.  The excuse that I didn’t mean to hurt anyone doesn’t take away the pain I had caused.  After ensuring I understood, he personally took me to the person I had harmed to make proper amends. 

These lessons are particularly applicable in our modern virtually connected world.  With the power of the Internet and social networks, words spoken in a moment of passion, a picture, a post, a tweet, an e-mail can cause irreparable damage to our reputations and relationships.  While telling someone off may seem a good idea at the moment, once we hit the send button, it cannot be retrieved or its distribution controlled.

Organizations too can lose the respect of their employees, customers, and stakeholders.  Maltreatment of employees or customers no longer stays within closed doors.  With tools such as GlassDoor, Indeed, and LinkedIn, potential employees and customers can see how we treat those who work for us and gauge the morale within our organizations.  Some companies, rather than changing their managerial climate, try to control this damage by intimidation and legal threats.  This only exacerbates the problem.  Enforcement of morale via the pink slip does more harm than good.  The only truly constructive way to maintain a good public image and internal morale is to ensure our actions merit respect.  The dividends of this approach are incalculable.  An organizational culture based on true mutual respect can unlock the potential held in the collective talents and abilities of all stakeholders.

Thus far, we have focused on the respect we earn as leaders.  However, respect not only binds people to their leader, it also binds members of a team to each other.  When we respect and love our leaders and colleagues, our enthusiasm and willingness to go the extra mile increase.  When we base our teams on mutual respect we help, listen, and mentor each other.  We value each and every member’s contribution.  This builds unity and a culture of mutual respect.  In this environment, the leader’s role is not to drive them forward, but to cultivate this climate and to direct the team enthusiasm in accomplishing organizational goals and visions.

Basketball player, Senator, and author Bill Bradley advised, "Respect your fellow human being, treat them fairly, disagree with them honestly, enjoy their friendship, explore your thoughts about one another candidly, work together for a common goal and help one another achieve it."[2]

Similarly, Jillian Ellis, the coach of the US women’s national soccer team, explained, "If there is a mutual respect between players and coaches, that keeps the team honest and makes for a very healthy environment which in turn promotes other important qualities such as work ethic, integrity and a positive atmosphere for competing and winning."[3]

Recently, during a team discussion, the subject turned to effective leadership.  My leader’s views impressed me.  He emphasized the role of mutual respect in any leader-follower relationship.  He explained that respect is “earned, lost, and gained.”  I found this statement insightful because it follows my father’s lifelong example and teachings of earning and keeping a good reputation. 

While one can be appointed as a leader, this does not make them one.  A true leader earns his title over time by respecting and earning the respect of those he leads.  The key to understanding respect and its tie to leadership is that it is not simply given – it must be gained and earned.  However, we must not forget that it can also be easily lost.  Earning and keeping respect requires work and time.

I have often observed the interrelationship between leadership and respect.  I watched many true leaders work to gain and keep the respect of their people. As they did so, they were able to achieve many great things. 

Unfortunately, I also watched some lose this respect through thoughtlessness and disrespect and consequently struggle to meet basic objectives.  Without motivated and enthusiastic people at their back, they were left with the limited effectiveness of punitive enforcement of their will.

Years ago, a new lieutenant illustrated the power of earned respect to me as a young Airman.  Rather than “lead” from his office, he came out onto the shop floor, approached one of the crews and said, “Teach me to fix something.”  By showing he respected our contributions and was interested in us, he took his first step on the road to earning our respect.  Using similar approaches, he had soon gained such respect that any of us would do anything for “LT.” 

A leader who respects their people and who can earn the respect of their subordinates, in turn, fosters respect among them.  Consequently, they will find the effectiveness of their teams increase, resorting in organizational pride.  Teams, where the views and positions of all are not respected, restrict their potential informational and problem-solving power.  While hierarchy is necessary to maintain order and too little discipline can cost a leader the respect of his team just as much as too much.  A proper balance ensures all team members have a voice in decisions, leveraging the maximum amount of experience and knowledge. 

This is the root of the final aspect of respect.  A leader must be firm, but fair.  Respect is not earned by being indulgent and never confronting non-conformance.  A leader must care enough to correct.  One of the leaders I most respect reprimanded me on a regular basis.  Nevertheless, each time I stood in front of him to hear of my shortcomings, there was a reason.  Furthermore, he didn't simply berate me, he clearly pointed out where I had fallen short, explained the consequences for further substandard performance, and provided the resources necessary to reform myself.  Under his tutelage, I was eventually able to exceed his expectations.  When I did, he let me know and bestowed greater responsibility on me.  While I feared his displeasure, I learned to respect him as a firm but fair mentor and coach.

Respect is one of the most misused words in the English language.  Many think not fulfilling their demands shows a lack of respect.  Not agreeing with their views, no matter how irrational, is also a sign of disrespect. 

We must get back to the real meaning of this important concept.  Respecting someone means that while we may not always agree, we still value them, their contributions, and their input.

Leaders like those whose names are engraved in the annals of history respected and earned the respect of those with whom they accomplished so much.  They succeeded because they respected the contribution of those they led and did not rely on their own wisdom alone.  When we are able to swallow our pride and allow others to contribute to our collective success, we will earn their respect and devotion to not only us personally, but to the vision we embody.

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[1] According to Oxford Dictionaries, describes the origin of respect as:  Late Middle English: from Latin respectus, from the verb respicere 'look back at, regard', from re- 'back' + specere 'look at'. (http://www.oxforddictionaries.com/us/definition/american_english/respect)

[2] Bradley, Bill. Bill Bradley Quotes. 1 March 2015. 1 March 2015. <http://www.art-quotes.com/auth_search.php?authid=6579>.

[3] Benson, Michael. "Winning Words: Classic Quotes from the World of Sports." Benson, Michael. Winning Words: Classic Quotes from the World of Sports. Plymouth, UK: Taylor Trade Publishing, 2011. Pg 156. Google Book.