Joke #12815

The fastest, most effective way to learn about servant leadership is to take a puppy for a walk.

Q: How many Microsoft executives does it take to change a light bulb? A: We can see no need for uninstallation and have therefore made no provision for light bulbs to be removed.

One day at a busy airport, the passengers on a commercial airliner are seated waiting for the pilot to show up so they can get underway. The pilot and copilot finally appear in the rear of the plane and begin walking up to the cockpit through the center aisle. Both appear to be blind; the pilot is using a white cane, bumping into passengers right and left as he stumbles down the aisle. The copilot is using a guide dog. Both have their eyes covered with sunglasses. At first, the passengers do not react thinking that it must be some sort of practical joke. After a few minutes though, the engines start revving, and the airplane begins moving down the runway. The passengers look at each other with some uneasiness. They start whispering among themselves and look desperately to the stewardesses for reassurance. Yet, the plane starts accelerating rapidly, and people begin panicking. Some passengers are praying, and as the plane gets closer and closer to the end of the runway, the voices are becoming more and more hysterical. When the plane has less than twenty feet of runway left, there is a sudden change in the pitch of the shouts as everyone screams at once. At the very last moment, the plane lifts off and is airborne. Up in the cockpit, the copilot breathes a sigh of relief and tells the pilot: "You know, one of these days the passengers aren't going to scream, and we aren't going to know when to take off!"

Me "Hi! Welcome to McDonald's! Can I take your Mcorder?" Boss "You don't have to put Mc in front of everything." Me "Oh okay. Hi! Welcome to Donalds! Can I take your order?" Boss "Get out."

Q: What’s the difference between a new husband and a new dog? A: After a year the dog is still happy to see you.

A man goes inside a pet shop and starts to move around the cages to scout the pets. He sees a monkey with a price of 5000$ and goes to the merchant to ask for details. Hey mister, the monkey…what does it know to worth that much money? Well, it knows Windows 95, 98, 2000, and also knows Word, C++, Visual Basic and last but not least, it knows how to play computer games. - Good monkey, it's worth the money. He goes and finds another monkey with a price of 10000$ and again he will ask the merchant. "What does this monkey know?" "It knows Linux, Unix, Corel and Autocad." "Nice, even I don't know those things." On a last scout run he finds another monkey just sitting there with a price 20000$. The story repeats, and he goes with a lack of confidence to ask the merchant for details. "And what does this monkey do for that ridiculous amount of money?" "I never saw her doing anything, but the other two call her Project Manager!"

Q: Why do Soviet soldiers always miss? A: They have terrible Marxmanship.

In a park people come across a man playing chess against a dog. They were astonished and said: "What a clever dog!" But the man protested and replied: "No, no, he isn't that clever. I'm leading by three games to one!"

An American automobile company and a Japanese auto company decided to have a competitive boat race on the Detroit River. Both teams practiced hard and long to reach their peak performance. On the big day, they were as ready as they could be. The Japanese team won by a mile. Afterwards, the American team became discouraged by the loss and their morale sagged. Corporate management decided that the reason for the crushing defeat had to be found. A Continuous Measurable Improvement Team of "Executives" was set up to investigate the problem and to recommend appropriate corrective action. Their conclusion: The problem was that the Japanese team had 8 people rowing and 1 person steering, whereas the American team had 1 person rowing and 8 people steering. The American Corporate Steering Committee immediately hired a consulting firm to do a study on the management structure. After some time and billions of dollars, the consulting firm concluded that "too many people were steering and not enough rowing." To prevent losing to the Japanese again next year, the management structure was changed to "4 Steering Managers, 3 Area Steering Managers, and 1 Staff Steering Manager" and a new performance system for the person rowing the boat to give more incentive to work harder and become a six sigma performer. "We must give him empowerment and enrichment." That ought to do it. The next year the Japanese team won by two miles. The American Corporation laid off the rower for poor performance, sold all of the paddles, cancelled all capital investments for new equipment, halted development of a new canoe, awarded high performance awards to the consulting firm, and distributed the money saved as bonuses to the senior executives.

Q: How do you make a dog go ‘miaow’? A: Freeze it in liquid nitrogen, and run it through a bandsaw…

Office executive "Sir, can I have a day off next week to visit my mother-in-law?" Boss "Certainly not!" Office executive "Thank you so much sir! I knew you would be understanding."