'Quick lunch' and other pieces of office fiction

Nakul is in a fix again.
In a stark contrast to the high-stake assignments he is always entrusted with at work - such as noting minutes of lapsed meetings and maintaining trackers for impending meetings - he has now been asked to mentor NRI Rick Shaw, Rutwick Shah in better days, who has just joined his team after a long stint with some firm in the Bahamas (who sets up firms in the Bahamas? Preposterous). Now, besides the implacable blow he was dealt when Rick innocently quoted his obnoxious salary aloud, Nakul is also faced with helping NRI-man getting used to the good ways of the Indian corporate setup. One week down, Rick isn't any less confused about certain things.
Take the manager's introductory email, for instance, which ended with a polite "If you have any questions, feel free to revert to me." Rick felt so free he barraged the poor chap with a volley of questions ranging from their 'unique' business strategy of  inclusive growth to why the office sprinklers didn't use water recycled from the lavatories. The manager resorted to an unscheduled vipassana program and seconded all these questions to his subordinate.
A tad more rational in the matter, the subordinate summoned Rick for a one-on-one chat and asked him to classify his questions in order of priority - P1, P2, and some such. Rick explained his biggest issue was that he hadn't yet gained independent access to the work building. "Oh, that's easy," said the subordinate reassuringly, "Do one thing:" He gave Rick momentary relief with the triviality of his command, before adding, "Do one thing. Write a mail to the admin with your employment details. Then take two passport sized photographs and submit them at the security office. Bring me a copy of a no-objection letter which I shall sign for you. Send the signed copy to the head office in Delhi. That's all."
Understandably on the edge after the rigmarole, Rick was now hoping to get some time with the team to understand lesser crucial details about the project and his role therein. "Right after a quick lunch?" suggested Nakul - a lunch which lasted its usual average of an hour and a half, and ended an entire hour before the team's mandatory afternoon tea break. By the end of the day, Rick was beginning to ask everyone how they calculated their weekly percentage productivity.
"The guy needs to learn to sit back and relax," reckoned Nakul.
"Do one thing," I suggested. "Let him be. Give him time. Lead by example. Whatever that means."