Throw You 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?

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.

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

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

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

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.

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.

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

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.

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

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#@%!

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.

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.

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.

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?

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

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

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.

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.

You don't throw your friends under the bus.

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.

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.

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.

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.

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

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.

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).

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.

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.

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.