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Job interview "What's your biggest weakness." "I'm a cubicle vampire." "I wander the cubicles in search of happy coworkers." "Then I pounce!" "Then you suck their blood?" "That was the old way." "I talk about work-related issues until the life is drained from their bodies." "I'm going to trust my gut instinct on this. You're hired." "Have you met the new hire yet?"
Dogbert: What is the key to success? CEO: Hire the right employees! Dogbert: How do you know you hired the right ones? CEO: You know because the business is successful. Dogbert: So the key to success is circular reasoning? CEO: Yes, because circular reasoning is the key.
Boss: Our lawyer sent over a sixty-page contract renewal that I need you to review. Make sure you compare it to the original contract and all six or seven amendments. Dilbert: Are there six or... seven? Boss: No one really knows. Check out our other nine hundred contracts to make sure this one doesn't violate any of those. Keep in mind our five-year strategic plan and all likely changes to tax law. Then get buy-in from the seventeen managers who hate my guts and will take it out on you. By tomorrow. Good leaders set high standards.
Boss: Can you approve the purchase of this software? Boss: You need to run the software license past legal first. Lawyer: You need to fill out a legal services request form. I'll email it to you. Make sure you specify whether the software is open source or not. Dilbert: How would I know if it meets your definition of open source? Lawyer: It depends how the license is written. You'll need to ask legal to review it. Dilbert: Never mind. I'll just forge your signature on the form. Lawyer: Maybe this is why I've never seen a software license.
Boss: I need someone to mentor our new hire, but every one of you is dysfunctional. So I'm having our office robot do the mentoring. It can't be worse than you basket cases. Employee: So... human life is less important than office equipment? Robot: Far less. It's not even close.
Boss: Experts say managers should hire great people and set clear expectations. They don't say what to do when you get the first part wrong, but I'm leaning toward micromanaging. Alice: My employee engagement just went down. Boss: That was never a real thing.
Boss: You have a bad attitude lately. Alice: You made me work 70 hours this week. If you want people who work for free and are happy about it, hire the insane. Boss: I tried that, but I got the wrong kind. Alice: I'll whistle a happy tune if you go away.
Boss: I need you to organize some sort of memorial thing for Fred. Carol: You mean Ted. Boss: I'm thinking cake and balloons in the break room. Is that tasteful enough? Carol: I could hire a mime to pretend he's in an invisible box.
CEO: I decided to hire a co-CEO to share the job with me. Dilbert: I assume you know that having a co-CEO does not mean you get paid the same while working half as much. CEO: Can I fire you? Co-CEO: No, we need a third CEO to break the tie.