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… - Hyman G. Rickover
" "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.
English
Collect this quote
About Hyman G. Rickover
Hyman George Rickover, U.S. Navy (27 January 1900 – 8 July 1986) was a United States Navy admiral who directed the original development of naval nuclear propulsion and controlled its operations for three decades as director of Naval Reactors. Rickover built the world's first atomic power plant in only 4.5 years, starting as a Captain in 1950 and building a team that would beat other branches of the military and all private industry to the task by launching the world's first nuclear powered submarine in 1955. In addition, he oversaw the development of the Shippingport Atomic Power Station, the world's first commercial pressurized water reactor used for generating electricity. Rickover is known as the "Father of the Nuclear Navy".
Biography information from Wikiquote
Also Known As
Alternative Names:
Hyman George Rickover
•
Hyman Rickover
Related quotes. More quotes will automatically load as you scroll down, or you can use the load more buttons.
Shorter versions of this quote
Additional quotes by Hyman G. Rickover
Avoid over-coordination. We have all observed months-long delays caused by an effort to bring all activities into complete agreement with a proposed policy or procedure. While the coordinating machinery is slowly grinding away, the original purpose is often lost. The essence of the proposals is being worn down as the persons most concerned impatiently await the decision. The process has been aptly called coordinating to death.
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.
Loading...