ADMIRAL RICKOVER AND THE NUCLEAR NAVY: A MODEL WE CAN LEARN FROM

It was in Nuclear Power School that I first learned about the nuclear navy standards, which were created and rigidly upheld by Admiral Hyman G. Rickover. “The Father of the Nuclear Navy,” Rickover’s philosophy would come to influence my own throughout my entire career.

Before Rickover, the culture standards in the navy were to do what you’re told, never ask questions, never challenge superiors, and hide problems.

He changed the culture in the nuclear navy because he knew the old ways would not sustain the safety critical to nuclear operations. He created a framework for initiative, construction, testing, and safety that the nuclear navy and hundreds of other organizations still utilize today.

An immigrant from Poland, Rickover earned an appointment to the Naval Academy at age eighteen and graduated in 1922. He served on traditional shipboard assignments and continued his education, earning an advanced degree in engineering. Eventually, he would become a four-star admiral. After World War II, he gained experience on a nuclear electric generating plant project.

Rickover understood the potential advantages of harnessing that same nuclear technology to fuel a variety of naval vessels, particularly submarines.

A nuclear submarine could remain concealed under the polar ice cap or in a strategic operating area without coming to periscope depth for weeks. This ability for a ship to remain at sea for years without the need to refuel would enhance national security and give the United States Navy an enormous strategic advantage. Not everyone agreed with Rickover’s vision, but he remained undeterred.

The work to develop, test, perfect, and maintain nuclear power seemed like a thankless job initially, but those who did it paved the way for a revolution in naval power. As Rickover overcame the initial pushback from the brass, he assembled teams from the top Naval Academy graduates who fought to interview with him for the coveted positions.

Rickover required that everyone who worked for him adhere to the same high standards of excellence he demanded of himself. His brash nature grew from his refusal to tolerate anything less than perfection. He knew that one accident could end the entire nuclear program. They had no room for error. Despite his rough demeanor, he cared about the men and women who worked with him toward a common goal, and he consistently risked his own back for the sake of those who served alongside him.

The admiral didn’t care for ribbons, medals, or rank. He didn’t mind what those above him in the chain of command thought of him or if other engineers considered him a mad scientist.

Rickover pushed his agenda with the navy brass, the American Congress, defense contractors, and old-school thinkers. He had no tolerance for inefficiency, cut corners, compromised safety, or apathy. He chastised others for asking insufficient questions and told them the questions they should be asking.

Many followed Rickover and carried his ethos throughout their entire careers. Tales of his personality and eccentricities are legendary among submariners. They speak of him as soldiers speak of George Patton or William T. Sherman. They loved or hated him, but critically, they trusted him.

One thing is undeniable. He’s the founder of the Nuclear Navy which has never experienced an accident in its 70 years of its existence. That’s a model we can certainly apply today.