Hyman G. Rickover Quotes

Responsibility is a unique concept... You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you... If responsibility is rightfully yours, no evasion, or ignorance or passing the blame can shift the burden to someone else. Unless you can point your finger at the man who is responsible when something goes wrong, then you have never had anyone really responsible.

I am not proud of the part I played in it. I did it because it was necessary for the safety of this country. That's why I am such a great exponent of stopping this whole nonsense of war. Unfortunately limits — attempts to limit war have always failed. The lesson of history is when a war starts every nation will ultimately use whatever weapon it has available. ... Therefore, we must expect that if another war — a serious war — breaks out, we will use nuclear energy in some form.

More than ambition, more than ability, it is rules that limit contribution; rules are the lowest common denominator of human behavior. They are a substitute for rational thought.

Do not regard loyalty as a personal matter. A greater loyalty is one to the Navy or to the Country. When you know you are absolutely right, and when you are unable to do anything about it, complete military subordination to rules becomes a form of cowardice.

The Devil is in the details, but so is salvation.

Yet it is incumbent on those in high places to make wise decisions and it is reasonable and important that the public be correctly informed. It is consequently incumbent on all of us to state the facts as forthrightly as possible.

When doing a job — any job — one must feel that he owns it, and act as though he will remain in that job forever. He must look after his work just as conscientiously, as though it were his own business and his own money. If he feels he is only a temporary custodian, or that the job is just a stepping stone to a higher position, his actions will not take into account the long-term interests of the organization. His lack of commitment to the present job will be perceived by those who work for him, and they, likewise, will tend not to care. Too many spend their entire working lives looking for the next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.

As subordinates develop, work should be constantly added so that no one can finish his job. This serves as a prod and a challenge. It brings out their capabilities and frees the manager to assume added responsibilities. As members of the organization become capable of assuming new and more difficult duties, they develop pride in doing the job well. This attitude soon permeates the entire organization.

I believe it is the duty of each of us to act as if the fate of the world depended on him. Admittedly, one man by himself cannot do the job. However, one man can make a difference. Each of us is obligated to bring his individual and independent capacities to bear upon a wide range of human concerns. It is with this conviction that we squarely confront our duty to prosperity. We must live for the future of the human race, and not of our own comfort or success.

Life is not meaningless for the man who considers certain actions wrong simply because they are wrong, whether or not they violate the law. This kind of moral code gives a person a focus, a basis on which to conduct himself. Certainly there is a temptation to let go of morals in order to do the expedient thing. But there is also a tremendous power in standing by what is right. Principle and accomplishment need not be incompatible. A common thread moves through all the principles I have discussed: It is the desire to improve oneself and one's surroundings by actively participating in life. Too many succumb to the emotional preference of the comfortable solution instead of the difficult one. It is easy to do nothing. And to do nothing is also an act; an act of indifference or cowardice. A person must prepare himself intellectually and professionally and then use his powers to their fullest extent.

They all have excellent resumes... So what I’m trying to find out is how they will behave under pressure. Will they lie, or bluff, or panic, or wilt? Or will they continue to function with some modicum of competence and integrity?

Unfortunately for those who must make far-reaching decisions without the benefit of an intimate knowledge of reactor technology, and unfortunately for the interested public, it is much easier to get the academic side of an issue than the practical side. For a large part those involved with the academic reactors have more inclination and time to present their ideas in reports and orally to those who will listen. Since they are innocently unaware of the real but hidden difficulties of their plans, they speak with great facility and confidence. Those involved with practical reactors, humbled by their experiences, speak less and worry more.

The tools of the academic designer are a piece of paper and a pencil with an eraser. If a mistake is made, it can always be erased and changed. If the practical-reactor designer errs, he wears the mistake around his neck; it cannot be erased. Everyone sees it.

The more you sweat in peace, the less you bleed in war.

To do a job effectively, one must set priorities. Too many people let their "in" basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.