Throw Under The Bus Quotes

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.

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?

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)

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

The most dangerous unhappy people I’ve met are those who are both extremely ambitious and extremely lazy. What this combination produces is envy, which is a deadly sin that will make your life a living hell. These are people who think big and want to do something big, but they’re not willing to put in the work to earn it. They’ll cheat. They’ll throw you under the bus. They’re constantly looking for shortcuts. And if someone else has what they want, it eats away at their very soul. If someone is winning at a higher level than you are, either lower your expectations to match your work ethic or increase your work ethic to exceed your expectations. If you do neither, you’ll be miserable. What it all boils down to is that alignment is the key to fulfillment

Thrown under the bus by my own kids. I just can't believe it.” “I wouldn't throw you under the bus, Daddy,” Kristen said seriously. “Thank you, sweetie.

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.

The best political tacticians know exactly when to throw someone else under the bus.

One of the hardest journeys you make is the one you take from the bus you were thrown under.

People will often give you a detailed tour of the underside of the bus that they will throw you under later.

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.

The only way to eliminate the darkness around us is to be the light ourselves, instead of throwing other people under the bus.

That was perfect, because Tracey knows Jon better than anybody, and what he might really want, and what he’s capable of saying he wants. Plus, also, I think in the back of both my head and Stephen’s was, if Jon is really pissed afterward, we can say, “Hey, Tracey said it was okay!” STEPHEN COLBERT: Find somebody to throw under the bus—that’s the first rule of show business.

Friends do not cast shade in order to shine. Remember that. I used to put up with my closest friends throwing shade all the time, because, I WANTED THEM TO SHINE. But then I learned that when you give other people the space to shine at your own expense, you're slowly committing suicide. True friends mutually desire the other to shine without the need to cast shade or throw the other under a bus.

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.

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.

You can't claim the high ground when you go around throwing other people and their families under the bus.

Who are you trying to protect? This isn’t your world, child. Give any of these kids here a chance and they’ll throw you under the bus, just to make sure this place keeps going, you know what I’m saying?

Always be on the look out for opportunists, who come to you as friends or love partners. They will exploit you. Take advantage of you. Use you. Once they are done with you or when their plans fail or back fire that they can't use you anymore. They will throw you under the bus, to kick start their career. Saying they can't keep quite anymore about you. They had been quite for too long. So that people can side with them.

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.

What does it mean to "cast shade" on your friend? It's when you try to spot their weaknesses, shortcomings or insecurities in any given situation in order to act in the more favourable or popular way, so that you can shine in the eyes of others. Example: Your friend is under sudden, aggressive criticism; instead of helping her out of it, you throw her under the bus by siding with her critics. Another example: your friend has social anxiety; you spot this as an opportunity to be "the fun one" and deliberately, maliciously try to be outgoing and joyful even when you're not genuinely feeling that way. Outshining someone by virtue of deliberate comparison to their vulnerable spots: that is casting shade.

Pops didn’t like you when you first moved in, but now I see him looking over at your house all the time when we’re outside.” When did Cutler start throwing me under the fucking bus? I raised a brow and looked at him. “What? You know it’s true, Pops,

He does so because he likes women and sometimes you have to give women what they want by not giving them what they ask for. However, do not tell women this outright, but keep this thought as a reminder of why throwing yourself under a bus for a woman to show her how much you care is a bad idea.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

History is full of women who thought they could bargain their way out of oppression by throwing other women under the bus. Women who believe that if only they joined in with the persecution of feminists, lesbians, women in prison and domestic violence shelters, they would be immune from attack. Believe this at your peril.

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.

Luz leaned her head against the window. The bus was already on the outskirts of Mexico City and the endless urban landscape had never seemed so gray and or so harsh. Most of the city was nothing like the old money enclave of Lomas Virreyes where the Vegas lived or Polanco where the city’s most expensive restaurants and clubs catered to the wealthy. The bus passed block after block of sooty concrete cut into houses and shops and shanties and parking garages and mercados and schools and more shanties where people lived surrounded by hulks of old cars and plastic things no one bothered to throw away. Sometimes there wasn’t concrete for homes, just sheets of corrugated metal and big pieces of cardboard that would last until the next rainy season. It was the detritus of millions upon millions of people who had nowhere to go and nothing to do and were angry about it. The Reforma newspaper had reported a few weeks ago that the city’s population was in excess of 28 million--more than 25 percent of the country’s entire population--and Luz believed it. All of those people were clawing at each other in a huge fishbowl suspended 7500 feet above sea level, where there was never enough oxygen and the air was thin and dirty. The city was hemmed in by mountains on all sides; mountains like Popocatépetl and Iztaccíhuatl that sometimes spewed smoke and ash and prevented the contaminatión from cars and factories and sewers from escaping. Luz privately thought of it as la sopa--a white soup that often blotted out the stars and prevented the night sky from getting dark. The bus slowed in traffic. As they crept along Luz saw a car stopped on the side of the road, pulled over by a transito traffic cop. As Luz watched, the driver handed the cop a peso bill from his wallet. The transito accepted it but kept talking, gesturing at the car. The motorist handed him another bill. La mordida--the bite--of the traffic cop, right under her nose. Los Hierros was crap.

I’m X but Y” always throws someone under the bus. “I’m a girl, but one of those cool girls” emphasizes the default view that girls are not cool. “I’m ace, but I’m kinky and not celibate” is an insult to those who are vanilla or celibate. “I’m ace, but not ace in the boring way that you’re thinking” is still a dart, a subtle reinforcement of all the lessons taught about what it means to be frigid. Celibacy can be eroticized because the supposed restraint implies a rich appetite underneath. After all, Eve was the woman who took a bite out of the apple. It can be interesting to be a lusty broad with a hearty appetite that she is denying. It is not interesting to have no appetite at all. That’s just nothingness.

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

I’ve met many unfulfilled, unhappy people. The most dangerous unhappy people I’ve met are those who are both extremely ambitious and extremely lazy. What this combination produces is envy, which is a deadly sin that will make your life a living hell. These are people who think big and want to do something big, but they’re not willing to put in the work to earn it. They’ll cheat. They’ll throw you under the bus. They’re constantly looking for shortcuts. And if someone else has what they want, it eats away at their very soul.

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.

Monday's Motivation taken from my debut novel, "Anna Bell- The Sometimes Loner with an Unbreakable Spirit." "Sadly, with this and other experience Anna has encountered over the years, she has learnt one vital and very important lesson; that not all those you love and are loyal to, will always feel the same towards you or reciprocate." Have you ever felt that way, that persons you were once loyal to, were actually the first ones to throw you under the bus? If that was ever your experience, you're not alone but can rise above it no matter what. #annabell #reallifeexperience

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?

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.

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.

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.

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. On the assembly line

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.

Kekulé dreams the Great Serpent holding its own tail in its mouth, the dreaming Serpent which surrounds the World. But the meanness, the cynicism with which this dream is to be used. The Serpent that announces, "The World is a closed thing, cyclical, resonant, eternally-returning," is to be delivered into a system whose only aim is to violate the Cycle. Taking and not giving back, demanding that "productivity" and "earnings" keep on increasing with time, the System removing from the rest of the World these vast quantities of energy to keep its own tiny desperate fraction showing a profit: and not only most of humanity—most of the World, animal, vegetable, and mineral, is laid waste in the process. The System may or may not understand that it's only buying time. And that time is an artificial resource to begin with, of no value to anyone or anything but the System, which must sooner or later crash to its death, when its addiction to energy has become more than the rest of the World can supply, dragging with it innocent souls all along the chain of life. Living inside the System is like riding across the country in a bus driven by a maniac bent on suicide . . . though he's amiable enough, keeps cracking jokes back through the loudspeaker . . . on you roll, across a countryside whose light is forever changing--castles, heaps of rock, moons of different shapes and colors come and go. There are stops at odd hours of teh mornings, for reasons that are not announced: you get out to stretch in lime-lit courtyards where the old men sit around the table under enormous eucalyptus trees you can smell in the night, shuffling the ancient decks oily and worn, throwing down swords and cups and trumps major in the tremor of light while behind them the bus is idling, waiting--"passengers will now reclaim their seats" and much as you'd like to stay, right here, learn the game, find your old age around this quiet table, it's no use: he is waiting beside the door of the bus in his pressed uniform, Lord of the Night he is checking your tickets, your ID and travel papers, and it's the wands of enterprise that dominate tonight...as he nods you by, you catch a glimpse of his face, his insane, committed eyes, and you remember then, for a terrible few heartbeats, that of course it will end for you all in blood, in shock, without dignity--but there is meanwhile this trip to be on ... over your own seat, where there ought to be an advertising plaque, is instead a quote from Rilke: "Once, only once..." One of Their favorite slogans. No return, no salvation, no Cycle--that's not what They, nor Their brilliant employee Kekule, have taken the Serpent to mean.

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. 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.

Trump will definitely be blamed for the societal meltdown coming over “his” virus response. The question is will he throw the patriots under the bus with a nationwide compulsory vaccine?

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.

change can be as simple as attempting to stop being a “pleaser,” listening to your inner voice, and distancing yourself from people with whom you do not grow, who throw you off balance, who are controlling, who are abusive in any way, and who are willing to throw you under the bus.

THE BEST POLICY TO KEEP CLOSER to THOSE WHO ARE REALLY CARE ABOUT YOU IS TO: . Acknowledge their presence in your life and their love they give you .Give them respect and always remember their deeds of compassion towards you. . Show them gratitude and appreciation for the little and the big help they give to you. . Be loyal and never throw them under the bus . Show love to them even they are not giving anything to you anymore. . Keep them in your prayers all times.

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.

When the enemy works hard to throw you under the bus, work on your faith and do not waver. Trust in the Higher Power, and do not surrender. Remind yourself that your God is much greater.

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.

Grown-ups were the worst. They’ll throw anyone under the bus, especially women.

I think the falls represented death for the taking, but a particular death, one that would be quick but also make you part of something magnificent and eternal, an eternal mechanism. This was not in the same league as throwing yourself under some filthy bus.

I recognize the look that passes between them, a look that is conspiratorial, that temporarily eschews the boundary between parent and child for the recognition of some mutual misery, in this case, a birthday party that neither of them wants to attend. The by-product of this alliance is that it often throws the other parent under the bus as a matter of course, though as a kid, this is what makes it great. When I was young, I didn’t understand it was cruel.

He confesses to dozens more thefts, though none that Von der Mühll doesn’t first prompt. Breitwieser generally hews to honesty, except about Anne-Catherine. He repeatedly describes her as an innocent bystander who was using the bathroom while he stole, or was in another gallery, and never knew what he was doing. He’s trying to minimize her potential punishment. In his cell, he keeps a sheet of notes, written in code and stashed in a book, recording what he has said about Anne-Catherine’s location in each museum or auction house. That way he won’t contradict himself in future interrogations or at a trial. His mother, he emphasizes, was completely unaware of his actions. “I’m the only one responsible,” Breitwieser says several times, throwing himself under the bus.

refrain from throwing the executive under the bus.

I choose to believe there is a better way to do a PR stunt or better way to succeed without stepping on top of others,throwing them under the bus or bringing others down.

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.

You don't throw your friends 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.

The very best sales managers are Multipliers. They subdue their own egos for the sake of their people. They understand that their mission is to win through their salespeople. They don’t micromanage every detail. When necessary, they ask insightful questions that challenge the status quo and a salesperson’s approach. Instead of jumping in and taking over at every chance, they look for coaching opportunities. Great sales managers deflect the credit; they don’t steal it. And they often jump in front of the bus to protect their people rather than throwing them under it so they look good themselves.

Your words listen, so don’t throw them under the bus they have the power to move if only you believe.

The fall of Hosni Mubarak had dramatic impact on the balance of power in the region. “Our allies in the Middle East,” Robert Gates later said, “were wondering if demonstrations or unrest in their capitals would prompt the United States to throw them under the bus as well.” What the Gulf Arabs saw as the unreliability of the United States in a crunch heightened their sense of vulnerability in the face of Iran’s deployment across the region.

Oh, and humans? Let me tell you about fucking human beings. They throw each other under the bus every single day, then have the nerve to say we’re the soulless ones.

I just think, as the prince of this bloody country, that when it comes to Britain's positive cultural landmarks it would be nice if we could not throw our own marginalised people under the proverbial bus. People sanitise Freddie Mercury or Elton John or Bowie, who was shagging Jagger up and down Oakley Street in the seventies, I might add. It's just not the truth.

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.

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).

The Big Apple Guide for the Daily Care & Maintenance of Your Fellow Man First throw'em under the bus then kick'em to the curb.

For the Outsider, the world into which he has been born is always a world without values. Compared to his own appetite for a purpose and a direction, the way most men live is not living at all; it is drifting. This is the Outsider’s wretchedness, for all men have a herd instinct that leads them to believe that what the majority does must be right. Unless he can evolve a set of values that will correspond to his own higher intensity of purpose, he may as well throw himself under a bus, for he will always be an outcast and a misfit.

The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms. If you are an employee, how do you get feedback from your manager on an exciting but only 20 percent formed idea that you’re not sure is relevant, without sounding like a fool? How do you point out that a colleague you do not know how to work with is blocking your progress without throwing her under the bus? How do you get help when you love your job but your personal life is melting down? Through a status report? On email? Yammer? Asana? Really? For these and other important areas of discussions, one-on-ones can be essential. If you like structured agendas, then the employee should set the agenda. A good practice is to have the employee send you the agenda in advance. This will give her a chance to cancel the meeting if nothing is pressing. It also makes clear that it is her meeting and will take as much or as little time as she needs. During the meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening. Note that this is the opposite of most one-on-ones.

For the Outsider, the world into which he has been born is always a world without values.. Unless he can evolve a set of values that will correspond to his own higher intensity of purpose, he may as well throw himself under a bus.

That’s how it always went because growing up a Rivera, if there is one thing you know it’s that you never, ever rat another one out. No matter what your brother does, no matter how bad it is, you never say a word. In fact, if one of your brothers is about to get caught, you throw yourself under the bus and take the blame.

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.

I want to start to dream about what transformative justice looks like when someone who causes harm is disabled. I want there to be something - anything - that isn't ableist written about the intersections of neurodivergence or psych disabilities and being someone who's caused harm. Right now, if someone talks about how our psych disabilities or neurodiversity are intertwined in some way with how we've caused harm, either people fall into apologism: "they have psych disabilities, you can't blame them," or we're seen as monsters: "they have THAT disorder, they're toxic, stay away from them." Mostly, it's the latter, and the ableist demonization of people with psych disabilities as killers and monsters leaves no room for us to really talk about what happens when we are Mad and might cause harm. I want something else. I want anti-ableist forms of accountability that don't throw disabled people who cause harm under the bus, into every stereotype about "crazed autistic"/"psychotic"/"multiple personalities abusive killers." Instead, I want us to create accountability recommendations that are accessible to our disabilities and neurodivergence.

When you codify the lie that our bodies are not our own, everything is on the table. And when you collaborate with men who believe you are fundamentally less than, and you throw other women under the bus, you can’t be surprised or hurt when your body gets run over along with the rest of us.

Fronting the announcement on the bonuses, Mullen said he had no wish ‘to throw Alan under the bus… but he’s captain of the ship, and unfortunately that’s what comes with the territory’. (Had he thrown in mention of Joyce derailing Qantas, Mullen would have covered every mode of transport except aviation with his mixed metaphor.)

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.

Your stats are impressive.” Simon pauses, and his grin is lethal. “For a female athlete. I noticed your assists⁠—” “Hold up,” I say, and every head in the room turns to look at me. I crack open the water bottle that’s sitting in front of Emerson and shove it toward her. “We’re not going to do that.” “Do what?” Simon asks, and he’s lucky there is a barrier between us. “Throw in the for a female athlete one-liner. You’ve been around since I was a rookie, Buttecker, and I’ve never heard you tell me my stats were good for a male athlete. If you’re going to cover us this season, you’re going to recognize Hartwell is an NHL player. Full stop.” “In that case, I’ll amend my statement. Her stats are impressive, but she’d be last in the league in all categories.” “She hasn’t played a game yet and you’re already throwing her under the bus?” I ask, grabbing the microphone. “Pardon my language, but that’s not going to fucking fly around here. Treat my teammates with respect, or I’ll make sure we remove your press access for the foreseeable future. You can watch games on channel 5, not from the cushy media box, asshat.

And in that performance of irreverence, you enmesh yourself in their complexities, you make room for them in the public discourse, no matter how they articulate themselves, and you reassign the blame from the victim to the perpetrator. Otherwise, we would be punching down—we would save ourselves and ascend in our careers by throwing others under the bus. For one to be described as genteel, someone else needs to be viewed as savage.