Throw Me Under The Bus Quotes

Lady, right now you could tell me to throw myself under a bus to make you happy, and I’d oblige you. (Xypher)

Shit balls. Oh, look, a bus! What? What was that? You want to throw me under it?

She thought you were going to throw me under the bus.

Well, I would throw myself under the nearest bus, but considering my luck today, I’m sure it would break down less than a millimeter from me and just ruin my clothes…Probably break my watch, too. (Taryn)

I don't need any bonus material to throw me over the edge later." Or don a flight of stairs, under a bus, and straight back to the mental ward.

But the truth was that Laura Ingalls Wilder was the nicest girl I’d ever not known. Rennie would throw me under a bus for a piece of chocolate.

I loved my father. Most people did. He did try his best. He did provide for his family. He taught me many things and gave me a work ethic that made me who I am today: a guy who would throw his own father under the bus in a book about parenting.

They have been talking about me, it's obvious. Their cheeks are plump and pink and shining like they've been eating too much sugar, but actually it's Gossip Glow, the flushed look that comes from throwing another woman under the bus.

Call me old-fashioned, but when I was growing up, and especially playing sports, we learned that you don’t throw someone under the bus. Mind you, I have no problem sharing the truth when it comes to a particular topic or event, as you are about to see. But telling the truth and piling on are two different things entirely.

Hi, Auntie Sam,” Hope greets her with a smile. “I was hopin’ you’d be here. Me and Mama created a special auntie pie we’re gonna make just for you.” “You did?” Sam asks excitedly and carries Hope over to where Grace stands so she can hug her, too. “Yeah, it’s called Pain In The Ass Pie,” I say with a smirk, earning a glare from her. My mom smacks my shoulder. “Watch your mouth. Especially in front of the kids.” “Don’t worry, Grandma. We’ve heard him say much worse,” Parker tells her, throwing me under the bus. “Yeah,” Hope joins in. “We make a lot of money in the swear jar ’cause of him. Ain’t that right, Mama?

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Roosevelt wouldn't interfere even when he found out that Moses was discouraging Negroes from using many of his state parks. Underlying Moses' strikingly strict policing for cleanliness in his parks was, Frances Perkins realized with "shock," deep distaste for the public that was using them. "He doesn't love the people," she was to say. "It used to shock me because he was doing all these things for the welfare of the people... He'd denounce the common people terribly. To him they were lousy, dirty people, throwing bottles all over Jones Beach. 'I'll get them! I'll teach them!' ... He loves the public, but not as people. The public is just The Public. It's a great amorphous mass to him; it needs to be bathed, it needs to be aired, it needs recreation, but not for personal reasons -- just to make it a better public." Now he began taking measures to limit use of his parks. He had restricted the use of state parks by poor and lower-middle-class families in the first place, by limiting access to the parks by rapid transit; he had vetoed the Long Island Rail Road's proposed construction of a branch spur to Jones Beach for this reason. Now he began to limit access by buses; he instructed Shapiro to build the bridges across his new parkways low -- too low for buses to pass. Bus trips therefore had to be made on local roads, making the trips discouragingly long and arduous. For Negroes, whom he considered inherently "dirty," there were further measures. Buses needed permits to enter state parks; buses chartered by Negro groups found it very difficult to obtain permits, particularly to Moses' beloved Jones Beach; most were shunted to parks many miles further out on Long Island. And even in these parks, buses carrying Negro groups were shunted to the furthest reaches of the parking areas. And Negroes were discouraged from using "white" beach areas -- the best beaches -- by a system Shapiro calls "flagging"; the handful of Negro lifeguards [...] were all stationed at distant, least developed beaches. Moses was convinced that Negroes did not like cold water; the temperature at the pool at Jones Beach was deliberately icy to keep Negroes out. When Negro civic groups from the hot New York City slums began to complain about this treatment, Roosevelt ordered an investigation and an aide confirmed that "Bob Moses is seeking to discourage large Negro parties from picnicking at Jones Beach, attempting to divert them to some other of the state parks." Roosevelt gingerly raised the matter with Moses, who denied the charge violently -- and the Governor never raised the matter again.

screeched. “Dirty, rotten pigs!” The smell was overpowering. Sammy just stood there, hidden under his raincoats. Mrs. Jewls wrote Sammy’s name under the word DISCIPLINE. “Send him home on the kindergarten bus,” said Joy. “Not with me,” said Todd. Mrs. Jewls held her nose, walked up to Sammy, and removed his raincoat. She threw it out the window. But he had on still another one. Sammy hissed. “Hey, old windbag, watch where you throw my good clothes!” Mrs. Jewls put a check next to Sammy’s name on the blackboard. Then she took off another raincoat and threw it out the window. The smell got worse, for he had on still another one. Sammy began to laugh. His horrible laugh was even worse than his horrible voice. When Sammy first came into the room, he was four feet tall. But after Mrs. Jewls removed six of his raincoats, he was only three feet tall. And there were still more raincoats to go. Mrs. Jewls circled his name and removed another coat. She threw it out the window. Then she put a triangle around the circle and threw another one of his coats outside. She kept doing this until Sammy was only one-and-a-half feet high. With every coat she took off, Sammy’s laugh got louder and the smell got worse. Some of the children held their ears. Others could hold only one ear because they were holding their nose with the other hand. It was hard to say which was worse, the laugh or the smell.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

In that way the assistants are like filters, determining what should get all the way to me. But the staff can’t just take the player’s side. Their job is to explain what I’m doing and why. It’s just like if you’re married. You don’t let the kids divide and conquer the mom and the dad. You listen, you try to fix what needs fixing, but you don’t throw your spouse under the bus.

Google has a strong focus on technology, and it serves them well. My experience there was that they ordered technology first and people second. I believe the opposite. It isn’t all about how many servers you have or how sophisticated your software is. Those things matter. But what really makes a technology meaningful—to its users and its employees—is how people come to use it to effect change in the world. I don’t mean to throw Google under the bus. Obviously they’re brilliant. It’s just that my priorities are flipped. People come before technology.

Something else?” she asked. “Uh, yeah,” he said. “You know, Renée, I’m really sorry about how everything worked out back then.” Ballard looked at him for a moment before answering. “It took you two years to say that?” she finally said. He shrugged. “I guess so. Yeah.” “You’re totally forgetting something you told me back then.” “What are you talking about?” “I’m talking about when you told me to back off the complaint. About how you said Olivas was going through a bad divorce and losing half his pension and not acting right and all of that bullshit—as if it made what he did to me okay.” “I don’t understand what that has to do with—” “You didn’t even keep my number in your phone, Kenny. You washed your hands of the whole thing. You’re not sorry about anything. You saw an opportunity back then and you took it. You had to throw me under the bus but you didn’t hesitate.

Howard looked annoyed but nodded. “Go ahead, audience member. I’ll repeat the question: What were the famous last words of Arthur Conan Doyle?” Nina stood up tall. “His last words were, ‘I have made a terrible mistake, Tom. There is room for you in my life, plenty of room. Please give me a second chance.’” Total silence. QuizDick frowned and flipped over the card in his hand. “Uh, that’s not what I have here.” “Wait,” said Tom, “he also said, ‘What about the next time you freak out? I don’t want to be with someone who’s ready to throw me under the bus every time she loses her composure.’” “He has a point,” muttered Lydia. “Shut up,” said Nina. The Quizzly Bear captain said, “Wait a minute, are you allowed two guesses?” “I know,” replied Nina. “I’m sorry. I can only promise to try harder.” She swallowed and raised her voice. “Being with you is as good as being alone.

Then Connor saw it. He had to read it three times to make sure he was getting it right. He wheeled over to Jade and handed her the nurses’ notes for the visit. “Parks, this is from over a year ago.” He pointed to the section that had caught his eye. “Yeah, but it is a pretty good indicator that things weren’t ‘fine’ in the Holloway household.” Jade read it quickly. “I would not have pegged her schlub of a husband for a cheater.” “Me either,” Connor agreed. Leah had asked to be tested for every STD known to man. Husband had unprotected sex with unknown partner. “All her tests came back negative,” Connor said. “So he didn’t give her anything.” “Because he wasn’t the one having an affair,” Jade said. “That’s what I’m thinking,” Connor said. “I can’t see Jim Holloway carrying on an affair. I can see Leah throwing him under the bus, though. Image was everything to her. No way would she want to admit that she was the one cheating.” “Still,” Jade said, chewing the tip of her pen. “Imagine what it would have taken for someone so worried about projecting the perfect image to have to tell a lie like that, then undergo all those invasive tests. It must have been so humiliating.” “A month later, she’s pregnant.

Throwing another person under the bus to save your own skin, in order to sustain a fabricated illusion that saves your own face, is the ultimate form of weakness and cowardice.

I have now scoured your Internet, and have identified several ersatz concierges that were created by your own society, and are in current and active use throughout it. I strongly suggest that you allow me to import and implement one of them.” I caught Manda’s eye. She shrugged. “Sure,” I said. “Earth’s most popular ersatz concierge has had hundreds of millions of users—although its usage has declined rather dramatically in recent years. Shall we try that one?” I really, really, really should have asked why the thing was shedding users. Instead I shrugged and said, “Why not?” The dazzling, octodimensional projection instantly transformed into a flat rendering of a paperclip with googly eyes. “That’s an ersatz concierge?” Manda whispered after a shocked silence. “Dear God …” As she said this, the paperclip’s eyes darted cunningly from side to side. Then a cartoon bubble appeared above its head reading, “It looks like you’re writing a letter. Would you like help?” It was Clippy—the despised emcee of Microsoft Office. I knew him well. Because while he had allegedly retired long ago, my firm—like so many others—had clung to the Clippy-infested Windows XP operating system for years beyond its expiration date, staving off the expense and trauma of a Windows upgrade. That process had finally started eighteen months back. But copyright associates are low in the priority queue—and I had been slated to get upgraded “next month” for as long as I could remember. “Okay, go back,” I said. Clippy stared at me impassively. “Stop it. Cut it out. Go back. Use the other interface. Use the gem thing.” As I said this, Clippy’s eyes started darting again as he scribbled on a notepad with an animated pencil. Another cartoon bubble appeared. “It looks like you’re making a list. Should I format it?” I fell into an appalled silence. Then Manda gave it a shot. “We do not want to use this ersatz concierge,” she enunciated clearly. “Please return us to the previous one.” Clippy gazed back with bovine incomprehension. We went on to try every command, plea, and threat that we could think of. But we couldn’t get back to the prior concierge. Luckily, the stereopticon’s projector mode was still working fine (“If you download Windows Media Player, I’m throwing you under a bus,” Manda warned it).

He asked why, though. What was so confusing? I don’t think he was wanting me to throw Maggot under the bus, just really and truly wondering what was so hard for us. Now, versus the old days. I said maybe the difference was we could see now what all we were missing. With everybody else in the world being richer than us, doing all kinds of nonsense and getting away with it. It pisses you off. It makes you restless.