Recalling Everything Comic Strips - Page 9
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Boss: When I said you should dress for the job you want, not the job you have... I shouldn't have needed to be more specific than that. Wally: You have a way of making everything sound like it's my fault.
Dogbert: I brought a Nobel-winning economist to tell you why everything you say about fiscal policy is wrong. Economist: For starters, if you knew anything about economics you would have a beard. Dogbert: The first few minutes are mostly trash talk. Economist: Ha! You bathe daily, water-waster!
Boss: A goo manager leads by example. How does it help an engineer to see an example of how to be a middle manager? Dilbert: That's like teaching physics by showing examples of monster truck rallies. Alice: Should we say dumb things, too, or have you not started leading by example yet? Wally: Now what is he doing/ Are we supposed to do that? Dilbert: I think he's leading by example now! Boss: I'm starting to wonder if everything I read on the Internet is wrong.
Coworker: I have no real-world experience and I am incompetent at everything. But unlike any of you, I have a Ph.D., and that means you have to take me seriously. Dilbert: Is pretending allowed? Coworker: Totally. It all looks the same to me.
Alice: Gaaa!!! Every time I leave my cubicle, someone puts a document on my chair! I have an in-ox! Stop leaving stuff in my chair!!! Dilbert: How do you keep your cubicle so neat? Wally: I put everything on Alice's chair.
Boss: Dilbert, I want you to install the new firewall. Dilbert: Noooo!!!! Why me? Why me? The firewall guy gets blamed for every problem. People will say "Everything worked until you changed the firewall." There will be no rest for me. I will have to defend myself against a continuous barrage of accusations. It's always the firewall! Everyone blames the stinkin' firewall! I surrender to the inevitable! Villagers, grab your pitchforks and torches! Boss: How did he get that way? Wally: I blame the firewall.
Boss: I'm what you call a natural leader because of my communication skills. Dilbert: Did I miss the context for this conversation? I have no idea why you're talking. Boss: Why does everything you say annoy me? Is it because you're a great communicator?
Wally: I decided to be proactive and push back my deliverable deadline by a year. Boss: That' snot being proactive. That's the opposite of proactive! Wally: You said you want employees to be empowered and now you're criticizing my decision. That's just great. Now my morale is bad, too! I can't be proactive. I can't be empowered. And now I can't even be happy! You've bungled everything! You're a big bungler! Boss: Get out of my office. Wally: Well, say goodbye to the open-door policy!
Boss: Your compensation will be based on achieving these goals. Dilbert: Awesome. It's like written permission to ignore everything else you ask me to do. Boss: It's not like that at all. Dilbert: Get back to me when you finish debating yourself.
Wally: Here's a list of the twelve elements of great managing. If you do everything on that list, it will make me feel what experts call "engaged." If you fail to do your job properly, I will feel all disengaged and do poor work. This would be a convenient time to give me some praise and recognition. You might also want to encourage my development and tell me my job is important. Remember to care about me as a person and tell me my opinions count. If you do all of that, plus seven more things on the list, you might get some productivity out of me. Boss: Leave my office and drop dead. Wally: Will that help me learn and grow?