A Quote by Joachim Low

I don't say anything about referees' decisions, you have to accept them. — © Joachim Low
I don't say anything about referees' decisions, you have to accept them.
Referees need help. Players are getting faster and fitter and too many referees are making decisions from behind the play. They see a tangle of legs, they are asked to make a decision with one, often obscured look at high speed.
I knew there were certain relationships that existed between referees and players, referees and coaches and referees and owners that influence the point spreads in games.
Referees will make good decisions and bad ones. But when they make decisions actually affecting a game of football, it's disappointing.
Well there are tough decisions necessary in budgets. I agree there are tough decisions necessary to ensure the long-term health of the budget. What I don't accept and will never accept is that those decisions must be unfair as a matter of course.
Even as they are now pointing to God and praising God for that victory, something terrible happens; there's a demonic spirit now that referees, and the officials, and they say Oh did you see that? He just referred to God. We need to stop that and we need to disqualify them! And they're punished for their righteousness by the demonic spirit that's inside the referees.
Everyone has to be receptive to the decisions of the ANC because that is the political center. You have got to accept the decisions, and you also have to accept the direction that you are given by the ANC.
People talk about the speed of the English game, but in Italy, referees blow their whistles very often, so you cannot build up speed. In England, referees wave play on, and so it becomes faster.
Coaches? They can talk. I tell them: 'Just make sure before you open your mouth you've researched what you're about to say. Don't just say stuff. And if you don't have anything good to say, don't say anything.'
I think I get a raw deal from referees. But as a professional footballer I have to accept it, and that's what I do.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
Taking chances for the people you care most about is easy. It's hard to take chances that might mean making bad decisions. But when I have to take chances about people I love, relationships, my daughter and immediate family, those decisions are easy. I make them without even thinking about it, it is usually something that just has to be done. You don't question anything, you just go for it.
One of the general considerations about new buildings is that people tend to say that anything new is a monstrosity. And then after a while they either accept them or they go on thinking that they are monstrosities. Reactions vary. This depends to some extent on the quality of the building.
I'm believe that countries and people make choices for themselves about what science they accept or don't accept. And it should be fact based, so they understand [the science] and make those decisions.
There is no reason for you to try to become like white people and there is no basis whatever for their impertinent assumption that *they* must accept *you*. The really terrible thing, old buddy, is that you must accept them. And I mean that very seriously. You must accept them and accept them with love.
That is the great thing about policing, you do have a lot of responsibility very early and you have got to make decisions, sometimes life and death decisions, very quickly and there is something about putting a uniform on and thinking 'people are looking to me to make decisions and to look after them' that makes you feel capable.
I've got to let the people who are in the business run the business. I can help them think through their decisions about products, about partners, about hiring. But in the end, the decisions are theirs, and so is the responsibility.
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