In order to assure the highest levels of quality work and productivity from employees, it will be our policy to keep all employees well rained through our program of SPECIAL HIGH INTENSITY TRAINING (S.H.I.T.). We are trying to give employees more S.H.I.T. than anyone else.

If you feel that you do not receive your share of S.H.I.T. on the job, please see your manager. You will be immediately placed at the top of the S.H.I.T. list, and our managers are especially skilled at seeing that you get all the S.H.I.T. you can handle.

Employees who don’t take S.H.I.T. will be placed in DEPARTMENTAL EMPLOYEE EVALUATION PROGRAMS (D.E.E.P.S.H.I.T.). Those who fail to take D.E.E.P.S.H.I.T. seriously will have to go to EMPLOYEE ATTITUDE TRAINING (E.A.T.S.H.I.T.). Since our managers took S.H.I.T. before they were promoted, they don’t have to do S.H.I.T. anymore, and are full of S.H.I.T. already.

If you are full of S.H.I.T., you may be interested in job training others. We can add your name to our BASIC UNDERSTANDING LECTURE LIST (B.U.L.L.S.H.I.T.). Those who are full of B.U.L.L.S.H.I.T. will get S.H.I.T. jobs, and can apply for promotion to DIRECTOR of INTENSITY PROGRAMMING (D.I.P.S.H.I.T.).

If you have further questions, please direct them to our HEAD OF TRAINING, SPECIAL HIGH INTENSITY TRAINING (H.O.T.S.H.I.T.).

Thank you,

BOSS IN GENERAL, SPECIAL HIGH INTENSITY TRAINING (B.I.G.S.H.I.T.)

The Americans and the Japanese decided to engage in a competitive boat race. Both teams practiced hard and long to reach their peak performance.

On the big day they felt ready. The Japanese won by a mile. Afterward, the American team was discouraged by the loss. Morale sagged. Corporate management decided that the reason for the crushing defeat had to be found, so a consulting firm was hired to investigate the problem and recommended corrective action.

The consultant’s finding: The Japanese team had eight people rowing and one person steering; the American team had one person rowing and eight people steering.

After a year of study and millions spent analyzing the problem, the consultant firm concluded that too many people were steering and not enough were rowing on the American team.

So as race day neared again the following year, the American team’s management structure was completely reorganized. The new structure: four steering managers, three area steering managers and a new performance review system for the person rowing the boat to provide work incentive.

The next year, the Japanese won by two miles. Humiliated, the American corporation laid off the rower for poor performance and gave the managers a bonus for discovering the problem.