If you are going to sin, sin against God, not the bureaucracy. God will forgive you but the bureaucracy won’t.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
(Attributed)
Variant: "If you are going to sin, sin against God, but not against the bureaucracy -- God will forgive you, the bureaucracy never will."
A phrase used a number of times by Rickover in conversation, and frequently quoted and attributed to him. I cannot, however, find a primary source.
A citation is sometimes given to a New York Times article, 1986-11-03. That article merely quotes someone quoting Rickover.
Quotations by:
Rickover, Hyman
Nature is not as forgiving as Christ.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
(Attributed)
Quoted in Theodore Rockwell, The Rickover Effect, Part 4 "Upgrading Industry Quality (1955-1960)," "The Seawolf" (epigraph) (1992). Rockwell provides no citation, and I can find no other written source; it is likely a verbal catch phrase of Rickover's.
Always use the chain of command to issue orders, but if you use the chain of command for information, you’re dead.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
(Attributed)
(Source)
Recalled by James Woolsey, at the time CIA Director (1993-1995), as something said to him by Rickover; in "You've Got To Talk To The Smokers," Newsweek (1994-10-09).
Though this is the form and citation most usually given for this quote, Woolsey had previously attributed a lengthier version to Rickover, though it was not recorded with quotation marks. After having served as Under Secretary of the Navy (1977-1979, during which he presumably interacted with Rickover, who retired in 1983), Woolsey spoke at the "Creativity and Innovation in Bureaucracy" symposium at the National Defense University, Washington, DC, in the panel "Creative Approaches to National Security" (1983-10-27):Hyman G. Rickover used to say, when you give an order in any military circumstance, make sure you use the chain of command. But if you rely on the chain of command for information, you're dead. I think there's a great deal of truth in that.
Another principle for successful application of a sophisticated technology is to resist the human inclination to hope that things will work out, despite evidence or suspicions to the contrary. This may seem obvious, but it is a human factor you must be conscious of and actively guard against. It can affect you in subtle ways, particularly when you have spent a lot of time and energy on a project and feel personally responsible for it, and thus somewhat possessive. It is a common human problem and it is not easy to admit what you thought was correct did not turn out that way.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Essay (1979-05-24), Statement before the Subcommittee on Energy Research and Production, Committee on Science and Technology, US House of Representatives
(Source)
To doubt one’s own first principles is the mark of a civilized man. Don’t defend past actions; what is right today may be wrong tomorrow. Don’t be consistent; consistency is the refuge of fools.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
All men are by nature conservative but conservatism in the military profession is a source of danger to the country. One must be ready to change his line sharply and suddenly, with no concern for the prejudices and memories of what was yesterday. To rest upon formula is a slumber that, prolonged, means death.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
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.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
Somehow, things just didn’t work out the way the books on administration and on leadership said they should, and I early became aware that I could never qualify as a leader, if it were really necessary that I possess the twenty or so qualities most books or articles on leadership claimed to be necessary. So far, I have found no one in the Navy or in industry who possesses more than a few of these qualities, and so I have regretfully come to the conclusion that the only person who ever possessed all of them died some 1900 years ago.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
The first step toward accomplishing anything is to have a goal. Goals are set by people and not by organizations. At some point, sooner or later, organizations lend their names to a project, but the concept and the initial work is always started by an individual.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
Unfortunately, in real life there are no exact or final answers. In a job which must go ahead at a rapid pace we cannot withhold judgment “until all the facts are in.” Rarely is all the evidence at hand. Decisions must be made, and action taken, before complete knowledge can be acquired.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
I have for some time thought that a few of our present day ills stem from this childish faith in the existence of perfect answers. It requires a degree of maturity to realize that all solutions are partial ones.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
Sit down before fact with an open mind. Be prepared to give up every preconceived notion. Follow humbly wherever and to whatever abyss Nature leads, or you learn nothing. Don’t push out figures when the facts are going in the opposite direction.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)
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.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)
It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation. This is particularly hard if one has invested much time and energy on a project and thus has come to feel possessive about it. Although it is not easy to admit what a person once thought correct now appears to be wrong, one must discipline himself to face the facts objectively and make the necessary changes — regardless of the consequences to himself. The man in charge must personally set the example in this respect. He must be able, in effect, to “kill his own child” if necessary and must require his subordinates to do likewise.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)
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.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)
Nothing so sharpens the thought process as writing down one’s arguments. Weaknesses overlooked in oral discussion become painfully obvious on the written page.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)
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.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)
A preoccupation with the so-called bottom line of profit and loss statements, coupled with a lust for expansion, is creating an environment in which fewer businessmen honor traditional values; where responsibility is increasingly disassociated from the exercise of power; where skill in financial manipulation is valued more than actual knowledge and experience in the business; where attention and effort is directed mostly to short-term considerations, regardless of longer range consequences.
Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1982-01-28), Joint Economic Committee, U.S. Congress, 97th Congress, 2nd Session
(Source)