qr code scanner windows phone 8.1 c# You gotta remember one thing: If you re going to exercise authority, you ve got to respect it in Visual C#

Decoder QR-Code in Visual C# You gotta remember one thing: If you re going to exercise authority, you ve got to respect it

You gotta remember one thing: If you re going to exercise authority, you ve got to respect it
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This was one of my father s most deeply held beliefs It grew out of his seminary training, his education with the Jesuits, and his apprenticeship at West Point with Red Blaik Legitimate authority deserves respect all the more so if you represent authority
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THE SELECTIVE ART OF DELEGATION In 1959, the Green Bay Packers were a relatively small organization, without much management depth and certainly without much of a hierarchy There were three dozen players, several assistant coaches, some part-time scouts, and a small office staff in Green Bay (and a second small staff in Milwaukee, where the team played a number of its games) My father s insistence on serving as both coach and general manager may have made life easier for him at the outset, in the sense that there weren t any divided responsibilities, and Coach Lombardi didn t have to wonder or worry about what General Manager Lombardi was thinking and doing, but it also put the responsibility for all of the team s affairs squarely on his shoulders At first, this was just fine with him In a 1961 interview, he explained his thinking to longtime friend and journalist Tim Cohane:
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I think I d be unhappy if I didn t have the added duties of Green Bay s general manager Tickets, salaries, TV and radio contracts all pose headaches beyond the migraine of trying to win games, but I thrive on work I m restless, demanding, sometimes impatient and hot-tempered For these characteristics, a full schedule is the best antidote
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Without attempting to psychoanalyze his boss, Packer publicrelations director Chuck Lane painted much the same picture regarding my father s degree of involvement in the day-to-day operations of the Packer organization He knew where every
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paper clip was, Lane once commented That s the kind of control he kept, from top to bottom A lot of times I thought all these details really had to clutter his thinking, but that s the way he wanted it He insisted on control of everything Jerry Burns, an assistant coach for the Packers between 1965 and 1967, made the same point According to Burns, nothing escaped the coach s attention As an example, Burns recalls how Coach Lombardi went so far as to ask all the wives how their rooms were the week before a game in Los Angeles But Ockie Krueger, a West Point friend and associate of my father s who directed the Packers Milwaukee operations and then served in a similar capacity with the Redskins, had a somewhat different perspective When the Packers split their league schedule with half the games in Milwaukee and half in Green Bay, Krueger recalls, he gave me complete charge of the Milwaukee part of it I was not new to sports, of course, but I was new to the NFL and going into a new job, certain things frighten you So I called him in Green Bay and asked him a question about something I must have called him at the wrong time, because he said, I thought you were gonna run things for me down there in Milwaukee I said, Thank you very much That was the last question I ever asked him in the eleven years I was associated with him The difference in these perspectives, of course, is that Lane and Burns were referring to matters directly related to the performance of the football team or, directly related, the way my father defined things whereas Krueger was concerned primarily with Milwaukee ticket sales and other strictly business-related issues I m pretty sure Chuck Lane was exaggerating about the paper clips, but I know that Lombardi personally reviewed most of the press releases that Lane wrote He even rewrote many of them, because he felt that everything that appeared in the newspapers would be read by both his players and the opposing players as well Despite my father s claim that he worried about business matters down to the last ticket sold, most things on that level fell into the
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category of out of sight, out of mind Part of that, of course, reflected the fact that he had a lot of confidence in Ockie Krueger If it was a nonfootball matter and Vince Lombardi had a lot of confidence in you, he would pretty much leave you alone to run your part of the organization
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LOMBARDI RULE #4
Delegate the second-tier stuff Look for existing competence in the organization, and take full advantage of that competence
As for delegating things related to football, my father had a simple policy: He didn t He controlled his assistant coaches especially his offensive assistants far more thoroughly than most of his counterparts did He used them primarily as sounding boards They were not expected to discipline players Lombardi wanted to be the only coach who exerted significant control over the players The resulting prescription seems self-evident: Figure out what you must control, and control that Then identify noncritical operations (like Milwaukee ticket sales) where you already have strong help, and define them as somebody else s problem
LOMBARDI RULE #5
Check your hat Is your own position evolving If so, how should the changes be reflected in your job description and those of others around you Again, your successes should let you give things up
A less obvious extension of this principle would be to look for ways to move things from the first category to the second category This is especially important if you re the kind of person like my father who was temperamentally inclined to consider everything
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