It was lucky for me that my train from Delhi back to Guwahati got delayed by just 7 hours, giving me more time to spend with Box and Meet. Its never like we have grown out and working. With Meet buying his own house in Noida. Boxer(still with moustache) working his ass off for some insurance stuff. But talks and legpulling.. still the same.
It was indeed (not) surprising that box still have not made a metro card. A loyal DTC customer. Will surely get a life time travelers award from them. Meet, in one hand samsung corby and other nokia touch..true professional.!
Delhi was awesome, is awesome and will remain that way forever. Putting the luggage in the cloak room took one hour..more i guess. Afterall whole rajdhani was putting in there :D. And then we took an auto (seeing that Box was there and option of metro was ruled out) to CP. Old Destination forever. But Delhi winters are for sure making chickens think of going back in their egg shells. We had an awesome lunch at Haldiram's... Meet, Box, Main, Harpreet (my friend from shillong), Charan (Meet's "room" mate), Raj and Mr. X (Charan's friends). As usual.. I ended up giving a party :P ..
After that.. all went there way, leaving me, box and meet to roam around. Did some window shopping. And then Meet left. Box and I walked towards the NDLS. Situation still the same.. people packed. I was wondering.. such a wonderful day for terrorists to blow up the place. Dunno, everytime I step in to new delhi station, terrorist attack nd tht sorta things keep coming to my mind.
Box left after an hour or so. But I know...we will be meeting soon again..!
Kudos
Badhai ho bhai log...Meet ka promotion ho gaya hai....ab yeh GET nahi rahe :) an tankha bhi badh gayi hai... Iss weekend Noida mein party!!!!!!!!
What we sometime say "musibat aati hai to ek akele nahi aati.. sang mein ek aur ko saath laati hai"..here also it's the same.
With the Birthday of our very beloved Raju bhaiya comes the Birthday of our apna ABHAYYYYY...
What to say...with a rare opportunity to beat the two ..together.. is a gift in itself. Life can not be much thankful to them that they have one less person ready to bang the ass ( think clean ), having a mutual that you wont hit mine and i wont hit yours.
But seriously, am missing the moment today. With shouts running throughout BH3 ( AH3 sounds distant ) and two of them running initially like chickens which were eventually caught by the Greek Army. Boxer running in his black shorts and red ______ follwed by govil.. running->slipping->cursing->getting up->again running->slip....
Pandeyji as usual coming slowly in his Jeans.. "jab uthao tab bata dena...haan nahi to..kaun bhaage". Adi, trying to gain the center stage by showing his filthy skin and passing jokes which if heard could have caused deafness. Abhishek peeping from his window - "ohh, they are still playing tom nd jerry!! I'll complete one more chapter".
Rest of us always have Balcony tickets to this "Great BH3 Budday Fiesta". Unfortunately for me... my ticket is always a screwed up. And result that in the end Vishal Goel flying some 20 feet in air with bapu showing his broom stick from ground.
Can We Have Those Moments Again??
Bhai log, Gillu now has a job...and that too at Cypress San Jose....
Get ready for the party...Hyderabad aa raha hai August mein..phir jab Mr Obama Visa de denge....to Gillu wapas chala pardes :D
PARTYYYYyyyyyyyyy..........
"
Today, I write this sitting in a similar balcony as the hostel corridor with no Boxer (aka Shashank) to abuse and fight with (I always had a good reason to fight with him), no Abhay for the home made ladoos (he was my home food sponsor), no Vishrut to justify my management funde, lekin saale ki random hi satak jaati thi ( yeh toh mere managment guru hai), no Pandey who used to sleep on the floor because of his laziness (no PJ’s aka Pandey jokes), no Vishal to create a mauhal ( he always use to say ki jitna chidega utna chideyege but kabhi samajh nahi aaya :D), no Meet with his world class jokes (I never understood them), no Gill for the technical fundey, no Phodu sir (aka Abhishek) for understanding every damn thing given in the book and jab inko gussa aata tha tab bhookamp aa jaata tha.
Life mein sab kuch jaldi change hota hai. Lekin jab chala jata hai tab samajh aata hai.
Cheers to all.
@Boxer isme bhi mistakes toh hongi hi bata diyo :P
"
Ankit Govil
Shashank Tandon - ( Buzz - Public - Muted )
Vishrut Shukla - @boxer : omg! didi bhi meri tarah teri leti hai... :O
@didi - you better call me, I will tell u everything, kaun hai, kiska phone aana tha. etc etc :P :p12:24 pm
Vishrut Shukla - omg! i can't believe this... boxer tera v-day d-day banta ja raha hai! :P12:25 pm
Aditi Tandon - @ Vishrut...meri kabiliyat pe Shak?? :P
aur waisse bhi VIshal toh kuch batata nahin hai..aapko hi call karna padega ab :)12:28 pm
Vishrut Shukla - he he.. jaldi karo is se pehle ki boxer ye post padh le aur mujhe phone karke dhamki de de :D12:38 pm
Vishal Goel - lol lol lol....
are di kabhi poocho to..!! :D
aur bihari ki baaton par vishwas mat karna kabhi bhi is matter par..!! :PEdit1:01 pm
Shashank Tandon - Lol..kya yeh mere sabse acche dost hai?? I havemy doubts now :P1:03 pm
Vishal Goel - awwwwwwwwww..... love u mote.......... muaaahhh...!!
will u be my valentine ??Edit1:11 pm
// 9 more comments
Shashank Tandon - lol..yaara ek aur saal wait kar loonga ...ab itni desperation bhi nahi hui hai :P2:36 pm
Shashank Tandon - lol..2:43 pm
finally apas mein hi khush reh lete hain..!!
Bhai logaa,
देखिये बात कुछ ऐसी है की इस बार 25, 26 & 27 की तो छुट्टी है, ये तो आप सब ही जानते होंगे. और हमरी सरकारी नौकरी rox, तो इसलिए हमरी पूरी 9 दिनों (19-27, both included) की छुट्टी है hahahaha... :) . तो इस शुभ मौके पे मैं तो चला Bangalore और Hyderabad की और. और 25 वाले weekend पे मैं Hyderabad होउंगा. और यहाँ पर Abhay (ob), Mota Goyal और Phodu भी आ रहे हैं. तो आप सब से मेरी ये विनम्र request है कि इतनी लम्बी छुट्टी के उपलक्ष्य पर कृपया यहाँ Hyderabad में पधारें. और हाँ Monday को भी छुट्टी है शायद, क्युंकी इस दिन है Muharram. तो सब अपना अपना झोला उठा कर Hyderabad की तरफ रवाना होयें.
Hyderabad चलो!!!
Jai Weekend... Jai Casual Leave... Jai X'mas... Jai sarkaari naukri.
*aap bhi aakar apni Jai karwayein.
Bhai Log,
As you must be knowing, today is the birthday of our very own 'Birthday Mascot'! :D
Par hum use uchhaal nahi payehge .. :(
Anyways, happy budday bhisaal .. is saal apne aap ko hi uchaal lena yaar humari taraf se!
PS: You are free to ask Vishal why he has been visiting Noida so frequently recently, and .. :P
Well, I met Meet and Pandey today at Ansal Plaza...and what was the occasion..well Pandeyji is heading for a 3 month training to Nagpur tommorow (phir Maharastra...bhai 4 saal se ek hi number chala rahe hai.. :P )
Vishal missed it because he is coming back to Delhi tommorow.
Abhay had come home for Diwali and is heading back tommorow, so he too will miss meeting Pandeyji.
Ankit Goyal was at home and his heading back to IMT Nagpur on 21st, so even he couldn't meet Abhay in this trip.
Hopefully Pandeyji will meet Goyal...
Chalo koi nahi...Vishal and Meet ko next weekend par mil loonga :)
Well..it was a reunion of sorts, but it was only Vishal, Meet and me..
Vishal and Meet planned a visit to meet BHEL people at Noida. Both of them reached my place at around 12..baithe...khoob gappe maare..aur woh purane din yaad kiye ;)
Went to Ansal Plaza in the evening. Spent some time there window shopping (and discussing ki kash Abhay hota to kuchh khareed hi lete.. :P ).
Wapas aa kar phir gappe maarne baith gaye...talking till 2 in the night, it was difficult to get up early. Now Meet and Vishal have just left...bt ab soch raha hon accha hai..Meet to Noida mein hi hoga..Vishal se bhi hopefully mulakat hoti rahegi :)
And Pandeyji ki lag gayi hai naukri...magar kahan??
Hello Bhai Log,
I recently came across this wonderful article written by Paul Graham --
February 2009
One of the things I always tell startups is a principle I learned from Paul Buchheit: it's better to make a few people really happy than to make a lot of people semi-happy. I was saying recently to a reporter that if I could only tell startups 10 things, this would be one of them. Then I thought: what would the other 9 be?
When I made the list there turned out to be 13:
1. Pick good cofounders.
Cofounders are for a startup what location is for real estate. You can change anything about a house except where it is. In a startup you can change your idea easily, but changing your cofounders is hard. [1] And the success of a startup is almost always a function of its founders.
2. Launch fast.
The reason to launch fast is not so much that it's critical to get your product to market early, but that you haven't really started working on it till you've launched. Launching teaches you what you should have been building. Till you know that you're wasting your time. So the main value of whatever you launch with is as a pretext for engaging users.
3. Let your idea evolve.
This is the second half of launching fast. Launch fast and iterate. It's a big mistake to treat a startup as if it were merely a matter of implementing some brilliant initial idea. As in an essay, most of the ideas appear in the implementing.
4. Understand your users.
You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. And indeed, the growth in the first will be driven by how well you do in the second. As in science, the hard part is not answering questions but asking them: the hard part is seeing something new that users lack. The better you understand them the better the odds of doing that. That's why so many successful startups make something the founders needed.
5. Better to make a few users love you than a lot ambivalent.
Ideally you want to make large numbers of users love you, but you can't expect to hit that right away. Initially you have to choose between satisfying all the needs of a subset of potential users, or satisfying a subset of the needs of all potential users. Take the first. It's easier to expand userwise than satisfactionwise. And perhaps more importantly, it's harder to lie to yourself. If you think you're 85% of the way to a great product, how do you know it's not 70%? Or 10%? Whereas it's easy to know how many users you have.
6. Offer surprisingly good customer service.
Customers are used to being maltreated. Most of the companies they deal with are quasi-monopolies that get away with atrocious customer service. Your own ideas about what's possible have been unconsciously lowered by such experiences. Try making your customer service not merely good, but surprisingly good. Go out of your way to make people happy. They'll be overwhelmed; you'll see. In the earliest stages of a startup, it pays to offer customer service on a level that wouldn't scale, because it's a way of learning about your users.
7. You make what you measure.
I learned this one from Joe Kraus. [3] Merely measuring something has an uncanny tendency to improve it. If you want to make your user numbers go up, put a big piece of paper on your wall and every day plot the number of users. You'll be delighted when it goes up and disappointed when it goes down. Pretty soon you'll start noticing what makes the number go up, and you'll start to do more of that. Corollary: be careful what you measure.
8. Spend little.
I can't emphasize enough how important it is for a startup to be cheap. Most startups fail before they make something people want, and the most common form of failure is running out of money. So being cheap is (almost) interchangeable with iterating rapidly. [4] But it's more than that. A culture of cheapness keeps companies young in something like the way exercise keeps people young.
9. Get ramen profitable.
"Ramen profitable" means a startup makes just enough to pay the founders' living expenses. It's not rapid prototyping for business models (though it can be), but more a way of hacking the investment process. Once you cross over into ramen profitable, it completely changes your relationship with investors. It's also great for morale.
10. Avoid distractions.
Nothing kills startups like distractions. The worst type are those that pay money: day jobs, consulting, profitable side-projects. The startup may have more long-term potential, but you'll always interrupt working on it to answer calls from people paying you now. Paradoxically, fundraising is this type of distraction, so try to minimize that too.
11. Don't get demoralized.
Though the immediate cause of death in a startup tends to be running out of money, the underlying cause is usually lack of focus. Either the company is run by stupid people (which can't be fixed with advice) or the people are smart but got demoralized. Starting a startup is a huge moral weight. Understand this and make a conscious effort not to be ground down by it, just as you'd be careful to bend at the knees when picking up a heavy box.
12. Don't give up.
Even if you get demoralized, don't give up. You can get surprisingly far by just not giving up. This isn't true in all fields. There are a lot of people who couldn't become good mathematicians no matter how long they persisted. But startups aren't like that. Sheer effort is usually enough, so long as you keep morphing your idea.
13. Deals fall through.
One of the most useful skills we learned from Viaweb was not getting our hopes up. We probably had 20 deals of various types fall through. After the first 10 or so we learned to treat deals as background processes that we should ignore till they terminated. It's very dangerous to morale to start to depend on deals closing, not just because they so often don't, but because it makes them less likely to.
Having gotten it down to 13 sentences, I asked myself which I'd choose if I could only keep one.
Understand your users. That's the key. The essential task in a startup is to create wealth; the dimension of wealth you have most control over is how much you improve users' lives; and the hardest part of that is knowing what to make for them. Once you know what to make, it's mere effort to make it, and most decent hackers are capable of that.
Understanding your users is part of half the principles in this list. That's the reason to launch early, to understand your users. Evolving your idea is the embodiment of understanding your users. Understanding your users well will tend to push you toward making something that makes a few people deeply happy. The most important reason for having surprisingly good customer service is that it helps you understand your users. And understanding your users will even ensure your morale, because when everything else is collapsing around you, having just ten users who love you will keep you going.
Notes
[1] Strictly speaking it's impossible without a time machine.
[2] In practice it's more like a ragged comb
[3] Joe thinks one of the founders of Hewlett Packard said it first, but he doesn't remember which.
[4] They'd be interchangeable if markets stood still. Since they don't, working twice as fast is better than having twice as much time.
I got this real-life incident a forwarded mail. Found it quite interesting ..
It was probably the April of 1974. Bangalore was getting warm and gulmohars were blooming at the IISc campus. I was the only girl in my postgraduate department and was staying at the ladies' hostel. Other girls were pursuing research in different departments of Science. I was looking forward to going abroad to complete a doctorate in computer science. I had been offered scholarships from Universities in the US. I
had not thought of taking up a job in India.
One day, while on the way to my hostel from our lecture-hall complex, I saw an advertisement on the notice board. It was a standard job-requirement notice from the famous automobile company Telco (now Tata
Motors). It stated that the company required young, bright engineers, hardworking and with an excellent academic , etc. At the bottom was a small line: "Lady Candidates need not apply."
I read it and was very upset. For the first time in my life I was up against gender discrimination. Though I was not keen on taking up the job, I saw it as a challenge. I
had done extremely well in academics, better than most of my male peers. Little did I know then that in real life academic excellence is not enough to be successful.
After reading the notice I went fuming to my room. I decided to inform the topmost person in Telco's management about the injustice the company was perpetrating. I got a postcard and started to write, but there was a
problem: I did not know who headed Telco
I thought it must be one of the Tatas. I knew JRD Tata was the head of the Tata Group; I had seen his pictures in newspapers (actually, Sumant Moolgaokar was the company's chairman then)
I took the card, addressed it to JRD and started writing. To this day I remember clearly what I wrote.
"The great Tatas have always been pioneers. They are the people who started the basic infrastructure industries in India, such as iron and steel, chemicals, textiles and locomotives. They have cared for higher
education in India since 1900 and they were responsible for the establishment of the Indian Institute of Science. Fortunately, I study there. But I am surprised how a company such as Telco is discriminating on
the basis of gender."
I posted the letter and forgot about it. Less than 10 days later, I received a telegram stating that I had to appear for an interview at Telco's Pune facility at the company's expense. I was taken aback by the telegram.
My hostel mate told me I should use the opportunity to go to Pune free of cost and buy them the famous Pune saris for cheap! I collected Rs.30/= each from everyone who wanted a sari. When I look back, I feel like laughing at the reasons for my going, but back then they seemedgood enough to make the trip. It was my first visit to Pune and I immediately fell in love with the city.
To this day it remains dear to me. I feel as much at home in Pune as I do in Hubli, my hometown. The place changed my life in so many ways.
As directed, I went to Telco's Pimpri office for the interview. There were six people on the panel and I realized then that this was serious business. "This is the girl who wrote to JRD," I heard somebody whisper as soon as
I entered the room. By then I knew for sure that I would not get the job. The realization abolished all fear from my mind, so I was rather cool while the interview was being conducted.
Even before the interview started, I reckoned the panel was biased, so I told them, rather impolitely, "I hope this is only a technical interview." They were taken aback by my rudeness, and even today I am ashamed about my attitude. The panel asked me technical questions and I answered all of
them.
Then an elderly gentleman with an affectionate voice told me, "Do you know
why we said lady candidates need not apply? The reason is that we have never employed any ladies on the shop floor. This is not a
co-ed college; this is a factory. When it comes to academics, you are a first ranker
throughout. We appreciate that, but people like you should work in research laboratories."
I was a young girl from small-town Hubli. My world had been a limited place.
I did not know the ways of large corporate houses and their difficulties, so I answered, "But you must start somewhere, otherwise no woman will ever be able to work in your factories."
Finally, after a long interview, I was told I had been successful. So this was what the future had in store for me. Never had I thought I would take up a job in Pune. I met a shy young man from Karnataka there, we became good friends and we got married.
It was only after joining Telco that I realized who JRD was: the uncrowned king of Indian industry. Now I was scared, but I did not get to meet him till I was transferred to Bombay. One day I had to show some reports to Mr. Moolgaokar, our chairman, who we all knew as SM. I was in his office on the first floor of Bombay House (the Tata headquarters) when, suddenly JRD walked in. That was the first time I saw "appro JRD". Appro means "our" in Gujarati. This was the affectionate term by which people at Bombay House called him. I was feeling very nervous, remembering my postcard episode.
SM introduced me nicely, "Jeh (that's what his close associates called him), this young woman is an engineer and that too a postgraduate. She is the first woman to work on the Telco shop floor." JRD looked at me.
I was praying he would not ask me any questions about my interview (or the postcard that preceded it). Thankfully, he didn't. Instead, he remarked. "It is nice that girls are getting into engineering in our country. By the way, what is your name?"
"When I joined Telco I was Sudha Kulkarni, Sir," I replied. "Now I am Sudha Murthy.
" He smiled and kindly smile and started a discussion with SM.
As for me, I almost ran out of the room.
After that I used to see JRD on and off. He was the Tata Group chairman and I was merely an engineer. There was nothing that we had in common. I was in awe of him.
One day I was waiting for Murthy, my husband, to pick me up after office
hours. To my surprise I saw JRD standing next to me. I did not know how to react. Yet again I started worrying about that postcard. Looking back, I realize JRD had forgotten about it. It must have been a small incident
for him, but not so for me.
"Young lady, why are you here?" he asked. "Office time is over." I said, "Sir, I'm waiting for my husband to come and pick me up." JRD said, "It is getting dark and there's no one in the corridor. I'll wait with you till your husband comes."
I was quite used to waiting for Murthy, but having JRD waiting alongside made me extremely uncomfortable.
I was nervous. Out of the corner of my eye I looked at him. He wore a simple white pant and shirt. He was old, yet his face was glowing. There wasn't any air of superiority about him. I was thinking, "Look at this
person. He is a chairman, a well-respected man in our country and he is waiting for the sake of an ordinary employee."
Then I saw Murthy and I rushed out. JRD called and said, "Young lady, tell your husband never to make his wife wait again."
In 1982 I had to resign from my job at Telco. I was reluctant to go, but I really did not have a choice. I was coming down the steps of Bombay House after wrapping up my
final settlement when I saw JRD coming up. He was absorbed in thought. I
wanted to say goodbye to him, so I stopped. He saw me and paused.
Gently, he said, "So what are you doing, Mrs. Kulkarni?" (That was the way he always addressed me.) "Sir, I am leaving Telco."
"Where are you going?" he asked. "Pune, Sir. My husband is starting a company called Infosys and I'm shifting to Pune."
"Oh! And what will you do when you are successful."
"Sir, I don't know whether we will be successful."
"Never start with diffidence," he advised me
"Always start with confidence. When you are successful you must give back to society.
Society gives us so much; we must
reciprocate. I wish you all the best."
Then JRD continued walking up the stairs.
I stood there for what seemed like a millennium. That was the last time I saw him alive.
Many years later I met Ratan Tata in the same Bombay House, occupying the chair JRD once did. I told him of my many sweet memories of working with Telco. Later, he wrote to me, "It was nice hearing about Jeh from you. The sad part is that he's not alive to see you today."
I consider JRD a great man because, despite being an extremely busy person, he valued one postcard written by a young girl seeking justice.
He must have received thousands of letters everyday. He could have thrown mine away, but he didn't do that.
He respected the intentions of that
unknown girl, who had neither influence nor money, and gave her an opportunity in his company. He did not merely give her a job; he changed her life and mindset forever.
Close to 50 per cent of the students in today's engineering colleges are
> girls. And there are women on the shop floor in many industry segments. I see these changes and I think of JRD. If at all time stops and asks me
what I want from life, I would say I wish JRD were alive today to see how the company we started has grown. He would have enjoyed it
wholeheartedly. My love and respect for the House of Tata remains undiminished by the
> passage of time. I always looked up to JRD. I saw him as a role model for
his simplicity, his generosity, his kindness and the care he took of his employees. Those blue eyes always reminded me of the sky; they had the same vastness and magnificence.
(Sudha Murthy is a widely published writer and chairperson of the Infosys Foundation involved in a number of social development initiatives. Infosys chairman Narayana Murthy is her husband.)
Article sourced from: Lasting Legacies (Tata Review- Special Commemorative
Issue 2004), brought out by the house of Tatas to commemorate the 100th
birth anniversary of JRD Tata on July 29, 2004.
IPL T20 Impact on School Exams.
1. Reduce exam duration to 1 hr and marks to 50.
2. Introduce strategic break after 30 minutes.
3. Give free hit, that is a chance for students to frame their own questions and write answers, if any Question is incorrect or out of syllabus.
4. 1st 15 minutes power play, that is no invigilator in the exam hall.
5. Introduce fair play awards.
6. Cheer girls to cheer for every correct answer written....!!!
Howzzat?? ;)
"Aaj raat dekhna baarish hogi, pakka hogi!!"
Everyday I hear one or the othe person saying this line. But baarish nahi hui.
Temperature is soaring high. And without any cooler (forget AC) in my room, nights are nightmare.
In office, just sit in the room with AC running at its full load. But then that is also a problem here. The temperature inside the rooms reach 28 degC or so but outside as soon as we step out of the room in the corridor its 40+. No wonder I am still sufferring from Cold in this Hot weather.
Another side effect of this "garmi" is short temper of all. And I am not an exception.
Although, day before yesterday it drizzled a bit but that doesn't affect much. To the only point that most of us here in hostel climbed on the roof top where we sat and saw the lightnings and felt some cool breeze caressing us.
And now today, office AC is not working. So I am sitting here sweating profusely..
Hoping ki a) weather jaldi thek ho b) office mein AC theek ho jaaye c)PS khatam ho taaki ghar par aaram se rahoon
( Writing in Kaavya Viswanathan's style ~~~ or rather McCafferty style ) :)
Corporate Lessons
While I get a chance to sit idle in the office (which thankfully TATA chemicals provide me in abundance), mind wanders on various things happening in the office. More importantly, the boss employee relation. Every thing seems anima(ted). Few lessons which I learnt.....
//pehla lesson kal hua mere saath//
Lesson Number One:
A crow( manager ) was sitting on a tree, doing nothing all day. A small rabbit(myself) saw
the crow, and asked him, "Can I also sit like you and do nothing all day?" The crow answered "Sure, why not." So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox( my boss :| ) appeared, jumped on the rabbit and ate it.
Moral to the story is: To be sitting and doing nothing, you must be
sitting very, very high up.
Lesson Number Two:
A turkey was chatting with a bull. "I would love to be able to get to the
top of that tree," sighed the turkey, "but I haven't got the energy."
"Well, why don't you nibble on some of my droppings?" replied the bull.
"They're packed with nutrients."
The turkey pecked at a lump of dung and found that it actually gave him
enough strength to reach the first branch followed by the second branch. Finally after a fortnight, there he was proudly perched at the top of the tree. Soon he was promptly spotted by a farmer, who shot the turkey out of the tree.
Moral of the story: Bullshit might get you to the top, but it won't keep
you there.
Lesson Number Three
A little bird was flying south for the winter. It was so cold, the bird
froze and fell to the ground in a large field. While it was lying there, a cow came by and dropped some dung on it. As the frozen bird lay there in the pile of cow dung, it began to realise how warm it was. The dung was actually thawing him out! He lay there all warm and happy, and soon began to sing for joy. A passing cat heard the bird singing and came to investigate. Following the sound, the cat discovered the bird under the pile of cow dung, and promptly dug him out and ate him!
Morals to the story:
1) Not everyone who dumps shit on you is your enemy.
2) Not everyone who gets you out of shit is your friend.
3) And when you're in deep shit, keep your mouth shut.
In Summary:
An organization is like a tree full of monkeys, all on different limbs at
different levels, some climbing up, some fooling around and some simply
just idling. The monkeys on the top look down and see a tree full of smiling faces. The monkeys on the bottom look up and see nothing but assholes. >:)
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