Hyman G. Rickover’s management fundamentals

For those who came in late… U.S. Admiral Hyman Rickover – “the father of the nuclear navy” was a man who got things done:

Within the span of 10 years, Rickover created an entire office dedicated to nuclear propulsion, and successfully launched the world’s first nuclear-powered submarine without cost overruns. He conclusively demonstrated the strategic importance of nuclear propulsion in a timeframe no one thought possible and helped the US beat the Soviets to nuclear propulsion for submarines by 3 years. His institutional legacy is the US Navy’s safe construction and operation of nuclear reactors.

Lily Otinger / Charles Yang – Rickover’s Lessons

The extracts below are from an article Rickover wrote in 1982 called Doing a Job:

On people at the centre
Human experience shows that people, not organizations or management systems, get things done. For this reason, subordinates must be given authority and responsibility early in their careers. In this way they develop quickly and can help the manager do his work. The manager, of course, remains ultimately responsible and must accept the blame if subordinates make mistakes.

On growing capabilities
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.

On org charts
One must permit his people the freedom to seek added work and greater responsibility. In my organization, there are no formal job descriptions or organizational charts. Responsibilities are defined in a general way, so that people are not circumscribed. All are permitted to do as they think best and to go to anyone and anywhere for help. Each person then is limited only by his own ability.

On complexity and continuity
Complex jobs cannot be accomplished effectively with transients. Therefore, a manager must make the work challenging and rewarding so that his people will remain with the organization for many years. This allows it to benefit fully from their knowledge, experience, and corporate memory… Too many spend their entire working lives looking for their next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.

On tenacity in management
A good manager must have unshakeable determination and tenacity. Deciding what needs to be done is easy, getting it done is more difficult. Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required. Too often, important problems are recognized but no one is willing to sustain the effort needed to solve them. Nothing worthwhile can be accomplished without determination.

…

No management system can substitute for hard work. A manager who does not work hard or devote extra effort cannot expect his people to do so. He must set the example. The manager may not be the smartest or the most knowledgeable person, but if he dedicates himself to the job and devotes the required effort, his people will follow his lead.

On getting into the details
The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details. Most managers would rather focus on lofty policy matters. But when the details are ignored, the project fails. No infusion of policy or lofty ideals can then correct the situation.

To maintain proper control one must have simple and direct means to find out what is going on. There are many ways of doing this; all involve constant drudgery. For this reason those in charge often create “management information systems” designed to extract from the operation the details a busy executive needs to know. Often the process is carried too far. The top official then loses touch with his people and with the work that is actually going on.

On direct reports and decision making
Attention to detail does not require a manager to do everything himself. No one can work more than twenty-four hours each day. Therefore to multiply his efforts, he must create an environment where his subordinates can work to their maximum ability. Some management experts advocate strict limits to the number of people reporting to a common superior—generally five to seven. But if one has capable people who require but a few moments of his time during the day, there is no reason to set such arbitrary constraints. Some forty key people report frequently and directly to me. This enables me to keep up with what is going on and makes it possible for them to get fast action. The latter aspect is particularly important. Capable people will not work for long where they cannot get prompt decisions and actions from their superior.

On priorities and focus
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.

On documentation
When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs. In my work, it is important to be able to go back a number of years to determine the facts that were considered in arriving at a decision. This makes it easier to resolve new problems by putting them into proper perspective. It also minimizes the risk of repeating past mistakes. Moreover if important communications and actions are not documented clearly, one can never be sure they were understood or even executed.

Hyman G. Rickover – Doing a Job, from govleaders.org

You can read more about Rickover here.

See also:

“What the Skunk Works does is secret. How it does it is not.”
The Office of Strategic Services (1944) on how to sabotage your organisation through bureaucracy
William Slim on operations and administration
Dominic Cummings on High Performing Teams
Ben Horowitz on task-relevant maturity and micromanagement
Peter Drucker on management as a discipline
Kafka: Wriggling through by subtle manoeuvres
Ricardo Hausman on know-how and economic development
The M&M Rider
Ben Horowitz on building companies: “the horror”
Peter Drucker on metrics as misdirection
Ben Horowitz – The Hard Thing About Hard Things