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Ready to spark real change in your organization? In this episode, Brian Milner sits down with April K. Mills, founder of Engine for Change, to reveal how anyone can become a powerful change agent—without waiting for permission. Learn how to drive meaningful change, navigate resistance, and reignite Agile practices with strategies that actually work. Overview In this inspiring episode of the Agile Mentors Podcast, Brian Milner talks with April K. Mills, CEO of Engine for Change and author of Everyone is a Change Agent, about what it truly means to lead change. April explains how effective change agents focus on clearing obstacles rather than forcing compliance, and why fostering curiosity, empowerment, and collaboration is key to sustainable change. From navigating corporate roadblocks to revitalizing Agile practices, April shares actionable insights and tactics to help you take control and make a lasting impact—whether you're in a small startup or a global enterprise. References and resources mentioned in the show: April K. Mills Everyone is a Change Agent: A Guide to the Change Agent Essentials by April K. Mills Change Tactics: 50 Ways Change Agents Boldly Escape the Status Quo by April K. Mills Certified ScrumMaster® Training and Scrum Certification Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. April K. Mills is an engineer-turned-change-evangelist and author of Everyone is a Change Agent and Change Tactics, empowers individuals and organizations to thrive through change using her proven Change Agent Essentials. With a passion for turning ideas into action, April helps people drive meaningful change with the time, title, and budget they already have. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have April K. Mills with us. Welcome in April. April K. Mills (00:11) Thanks for having me. Brian (00:13) Very happy to have April with us. April is the founder and CEO of an organization called Engine for Change. That's engine-for-change.com. That's her website. She's also an author. There's a book that she put out called, Everyone is a Change Agent, a Guide to the Change Agent Essentials. And that's what we wanted to have her on to talk about today with a little bit about being a change agent. Now I shouldn't say from the outset, April is a request. We had a listener request for April to come on. And I always love that. I always try to push those people to the top of our list and get them on as soon as possible. And it was such an interesting topic. I thought this would be just a really great way to have a great topic to have early in 2025. So April, let's start with just trying to understand when we say change agent, how do you define that? What do you mean by change agent? April K. Mills (01:09) Yeah, a change agent is someone who takes action to bring about the change they want to see in the world. So rather than waiting for a boss or a corporate program or somebody from HR to come in and say, hey, let's improve this process, the change agent sees the need for a change and takes action. And the big thing I talk about in my books and my work is the difference between what typically happens when somebody sees a need for a change in an organization where they decide, I'm gonna go get a boss to go make everybody do my idea. I call that driving people. And I draw the contrast with that and driving change where you choose the change for yourself and you clear the obstacles for others to choose it too. And I love talking about that with Agile audiences especially because Agile is a change agent movement. of folks who want to drive change. I see a better way to create this product and I want to be part of it. And that's always what's drawn me into the agile space. Brian (02:13) Yeah, that's awesome. Yeah. And it is a big change, right? To think about the dynamics of someone kind of sitting back and saying, yeah, I see something that needs to be done. I see something that should be a different way, but you know, who am I to say anything about this? Who am I to do anything about versus the person who actually takes action and does things. So that kind of leads to a question about change agents. What kind of skills or traits do you think are really helpful or beneficial to someone to be a better change agent. April K. Mills (02:46) Well, the key is that difference between driving people and driving change. It's not what degree do you have, it's not how long have you been in the industry, it's not are you a people person, are you more focused on the data or some of those factors that we usually like to talk about. It really is, are you willing to take the step yourself first and clear those obstacles and encourage and invite people to join you? Or do you want somebody to make them obey you? And that choice is really the key for anybody to be a change agent. Because so many times we've seen people who might be able to convince the boss, hey, our team should be agile. And what happens, right? It goes on for about three months. The team gets frustrated. The boss gets angry. And then everybody starts to have a reaction when you bring it up, right? I'm sure plenty of the listeners have gone into an organization. If you're passionate about agile and you go, hey, have you guys heard about agile? And they go, ooh. And they make like a face. That's because they've encountered somebody who is driving people. And so that's the big focus I always try and talk with people about is can you show up with that willingness to let people join you and understand what their obstacles are to doing it. Brian (03:57) What are some kind of warning signs or signals you'd look for to kind of recognize whether I'm actually approaching this from a driving people perspective versus driving the change? April K. Mills (04:08) So a lot of times the key is how are you thinking about or talking about in your own head about the people around you or even yourself? We have a tendency to drive ourselves as well. So you can hear it in the language, right? I'm frustrated because so-and-so won't listen. I wish I could get more attention. It's all this sort of vague or... putting the action onto someone else and then complain the action isn't happening fast enough. You can hear it in the language. And so when someone's driving change, you don't hear that. hear, you know, I'm working on, I'm doing, the next thing is my action is I'm going to go talk with this person. I want to understand. I'm going to be curious. And you get this agency, this power coming back into your body almost, and then taking taking the next step from there. And so it's almost easy. You can almost say, well, how far outside your body would you put the power to make this change happen is a useful question to ask people. And if they say, well, it's in the CEO of the company, it's in the industry, it's in my tech lead, but it's certainly not me, well, then you're not a change agent. Brian (05:20) So that brings up a good point because I think I can try to channel what the listeners might be thinking here. I know that in times I've been in organizations where, yeah, you have the ideal, you have the thing that you think is the best thing to do. But because the power dynamics in the organization, you don't really have the power to make that change and you depend a little bit on others that have the power to to help affect it. And so there is a sort of an aspect of, I don't really have the capability or the power to cause this change to happen. How can I still stay with that mindset of driving change versus driving people when I know I need someone else's help? April K. Mills (06:03) Right. So that's a great conversation. And I've started to call it phase one Agile versus phase two Agile. I'm old enough in this space where when I first joined, a lot of Agile was team-based. Somebody on the team or several people on the team said, yeah, I want better. And these are the things that we can do as a team to deliver better. And let's do them together. And then the problem was the teams could do it, but they couldn't scale it. And they were like, if only we could get the senior leaders to pay attention to us, that would solve all our problems. And then you get phase two agile, which was executives buying agile implementations and forcing it down on people. There is one right way and we will do exactly this and you must conform and no other versions are allowed. And then we got the fractures and all of the fights about all of the different aspects. And so we tried it both ways, right? We tried it with the team effort and then we tried it with this thou shalt effort. And I think the key to actually making Agile work across organizations and deeper into organizations is to keep that energy from the team-based Agile to say, we're choosing something better, but it's that piece of driving change. What are the obstacles for others to choose it to? We didn't do that step. We went from my team does it, now the boss should make everybody else do what my team does. And I think that's where we got off track. in really scaling Agile into something that was sustainable and brought that joy and commitment and everyday wanting to show up and be better across the organization. So that's what I would encourage folks to do is not try to cheat that step of getting your fellow teams and larger systems to join you by finding somebody with the power to make them be like you. Brian (07:50) That's fascinating. I know that in some of these changes I've been involved with as well, there can be things that happen that kind of find yourself stalled a little bit, right? The initiative or the changes you're trying to affect just doesn't feel like it's going where it needs to go. What advice do you have for people who feel like they're in that place where they feel like they're kind of stalled out? in the change. April K. Mills (08:16) Yeah, so a lot of the things I talk about in that book you mentioned everyone is a change agent are different tactics you can use to overcome that. One of the key things that I talk about is what I call a change buffer, which is how can you make the rules where you're at different than those rules across the organization? I mean, let's take a simple example. Let's say there's five software teams in a business. Very simple example, right? And one is doing some practices and they'd love for those practices to spread. but they're not spreading as fast as they would hope. One of the ways to protect your change is to say, on our team, we will behave this way, declare it, make it what I call a policy buffer. So when one of those other four teams says, well, why are you doing it that way? You can point to the piece of paper and say, we've agreed to behave this way. Now, if you'd love to join us, we'd love to share that with you, but this team behaves this way. So then it's not every developer having to defend in effect the practices, which can get exhausting. But then you can start to ask them, what's your policy on your team? How do you do this? And get curious. Not in a, I'm trying to lure them in and trap them into my way of behaving, but in a, really want to understand, do they have a different measure that they're being exposed to? How can we help maybe get that measure off of them? Do they have a boss who's got a different standard for what quality looks like? Well, should we have a corporate conversation around, quality across the five teams should be the same. We don't tend to have those because we want to skip the step of coming into that alignment together and just have a policy somehow drop from the stars that aligns with my values. yeah, policy buffers are really big to protect a change and help it spread and have those curious conversations at the edges. Think of it like system integration, right? You can't just dictate, you have to understand and merge. Brian (10:11) Let's say we put in place a policy buffer like that on our team and our whole team agrees to doing something and we think this is the right way of doing things. And someone higher in the organization, some manager or leader finds out about this and says, no, I don't want that to happen. We've been trying to affect the change, right? And not push the individual. But now we do have the individual who's saying, you shall not do this. How do you overcome that when you're the change engine? April K. Mills (10:38) Yeah, so a lot of times you have to understand what are the assumptions that that leader is making and again get curious, right? Because if we focus not on the method but on the outcome, we should be able to get alignment faster. So rather than going into a boss and saying, method A is my choice, method B is yours, you know, it's a cage match, two will enter, one will leave. You instead want to show up and say, Well, I think we both agree we want to deliver quality products on time that customers love at the lowest possible production costs. Are we aligned on that or not? And if they say yes, then you say, okay, now let's just understand what are you asking for? And from my perspective as a person who has to implement that, here's how I think that impacts our ability to deliver quality products that customers love at the lowest possible production costs. And these methods that I'm using are doing this and here's my data or evidence. And so you in effect want to shift it where it's not me looking at you, but as people are probably going to see on this podcast, it's us next to each other. So if we instead frame it as me and the leader looking at the issue together, because we want to win together, we're not in competition. So again, it's about seeking to understand, removing those obstacles so that we can be aligned together to go there together. Brian (11:57) I love the idea of backtracking a little bit and finding that common ground and going from that space. I think that's a great approach. I know I've had success with that in my career too, of being able to find, well, we agree on this, right? And if we agree on this, now we're just talking about the best way of getting from where we are to there. And then it's less personal, then it's less about the person, it's more about the best strategy. And we're a little bit less... personally invested that we think it's a you know a personal affront or challenge if it's if it's more about the idea So I agree. I think that's a that's a great kind of approach to doing that How about the differences in just the the context of this if I'm a change I know you know I've been in some small organizations. I've been in some medium large-sized organizations and You know I think anyone who's been in large organizations would say Well, yeah, that's nice and easy when it's in a startup, right? If I'm in a startup, then yeah, everyone's wearing a lot of different hats and it's really easy to make change, but you know, the institutional kind of inertia that can take place in larger organizations, how do you overcome that as a change agent? April K. Mills (13:00) Yeah, well, I can speak to that from deep experience because my background started as a civilian nuclear engineer for the US Navy in a hundred year old shipyard. And I started six weeks before September 11th. So I came into a nuclear shipyard, a hundred years old, very staid in the way they did things, optimized for the shipyard and the world changed. Brian (13:03) Ha ha ha ha. April K. Mills (13:25) And I watched as that organization struggled to deal with the rate of change that was being imposed upon them. And a lot of the things that I talk about in everyone is a change agent came out of that experience of understanding what tactics worked, what didn't, what philosophy worked, what didn't to be able to empower people to make changes happen. And we made amazing changes happen in the shipyard. And then I went on and did 10 years with Intel Corporation, right? The chip maker and taught these things globally and saw people do amazing things within the company. Now it's true, if you don't get the main rudder of the company, you're not gonna steer it. But there's a lot of change you can make in an organization from where you're at. And I think that's the powerful, powerful thing. And so these tactics work at scale. They work for an individual, right? If you stop talking to yourself like, you know what you need to do? You have to do this or so and so is gonna get mad at you and you instead say, What's our obstacle for getting up early and going to the gym? And how can I clear that? And how can I choose to do that every day all the way up to a team, all the way up to an organization? I've seen these things work all the way through that scale. So I've used it in community projects to deliver an accessible playground in three and a half years when everybody said it would take five or 10. And these tactics have also been proven, although they weren't listed this way, in historical successes. If you think about when Admiral Rickover founded the nuclear Navy back in 1950, they went from approval to use nuclear power to USS Nautilus underway in five years. We can't deliver anything in five years anymore because we constantly are looking for who's going to make people, how are we going to force them? Can we keep them forced to do it? And with employee turnover, with system turnover, with the rate of change, I would argue this era of driving people has to end because it wasn't ever really effective, but it's getting less and less effective. And that's the name of my second book, which is Change Tactics, which is both you should change tactics and here are some change tactics to help people accelerate their results. Brian (15:36) That's awesome. Yeah, I mean, it gets really deep really quickly here too, because you start to think about even the way we manage our projects and the fact that a lot of more traditional project management is sort of, when we talk about this change agent approach, is sort of managing the people and trying to push and drive the people towards deadlines, some, not even an outcome, but a timeline. versus trying to affect the outcomes that we're trying to achieve as an end result instead. So it really is interconnected, isn't it, through even the way we set up our projects? April K. Mills (16:13) Yes, it totally is. And I have that in the book and in the classes I teach is where is the force? So I'm an engineer by training, right? So I'm constantly looking and thinking about where's the force in the system if it was a pump or a reactor plant or whatever. And you can see it to your point with the program management is your, are you spending most of your time trying to push people to do something? Or are you moving the form, fit and function of whatever the product is? If that's delivering code and integrating code, if that's a physical product, are you clearing the obstacle so that product moves forward faster? And you hear this and see this in stories of what's going on at SpaceX, right? When they're confronting something about, can't get a part for six months or I can't get a part for a year and it's gonna cost me $50,000, they're saying. Isn't it just sheet metal? How could we make that in two weeks with what we've got? Because they're not talking about you should be able to shrink that timeline. What are you doing? Why aren't you talking to the vendor enough? aren't you pushing on the vendor hard enough? They're saying, what is the physical thing we need and how fast can we get it? And it's allowing them to shrink product costs. It's allowing them to shrink durations. It's what Rickover did in the 50s. It's what Andy Grove did with Intel back when it was Intel delivers in the 80s and 90s. Focus on the product, focus on the physics, focus on the engineering, the mechanics to support the engineering, the operations to support the mechanics, and you'll deliver products faster. And at the heart of all of that is change agents because they're not trying to get somebody to obey. They want to get something amazing done. Brian (17:50) One of the things I found kind of in when I've worked with organizations and talked with organizations about kind of moving from point A to point B is the fact that you kind of need help. kind of need, know, a lot of times people will try to make these changes all on their own and they sort of take the weight of the world on their shoulders. I can't figure out why it's not working. How do you kind of co-opt others into your strategy? April K. Mills (18:14) Yeah, well, the best way is to share with them what you've learned about being a change agent. I've had countless folks who, know, one person will read my book or come to a class and they'll go back and try it and people will get curious because you show up differently. So a simple example that I give in the book is rather than sending a mandatory meeting, which we're all guilty of, right, we get an assignment. and we go into the global outlook calendar and we pick people and we make them mandatory and we order them to come to our meeting. We say, Brian gave me this assignment. You have to come. Brian said this is really important. Come to my meeting or else. And we do that. That's the default. And I encourage folks from a driving change perspective to instead, maybe Brian, you gave me that assignment, but my meeting notice would say, I've been asked by Brian to lead this. I'm excited to do that. Here's why I've chosen this as the thing I'm going to focus on. I've marked you all optional. I think you have the skills and capabilities that would be amazing on this team. And if you're as passionate as I am, I'd love you to partner with me. We're going to start meeting on Tuesday. If you're not the right one, feel free to tell me. But I'm moving forward on Tuesday with whoever's there. And I'm really grateful that I get to work in an organization with you. Now. Who's gonna come to, which meeting are you gonna come to? The April says Brian's gonna be mad at you if you don't, or the one where April's gonna go off and do something amazing, I don't wanna miss out. And anybody can do that because everybody send in meeting notices out to people. So the simplest actions have the most powerful results. Brian (19:31) Ha It really is a cultural change too, right? mean, that's a very different cultural kind of approach to it to say, hey, it's optional, but, you know, get on board with this idea. If this is something that you're excited about, I want you to be a part of this versus, hey, you've got to, that's your job. you know, I've been given the authority to, to demand that you be here and, and, and, you know, really want. So, so how do you. You know culture changes is obviously one of the hardest things to do in an organization. How do you start to if you're a change agent? How do you start to? Change the culture in the organization to be more in line with that April K. Mills (20:25) So my focus is always on the culture starts with one. So people will treat you the way you show up. And so show up as a change agent and the world will bend around you in reaction to it. Now I do have a chapter in the book where I talk about my son who's got special needs and he took a long time for him to walk. He had to walk with forearm crutches. And the first time we were really out in public, he was walking with his forearm crutches. And you could tell that people were really confused and concerned, right? It's different. He's a small child. He looks very fragile. And you had all these reactions from people about, well, you know, where's his mother? Cause I was watching him from a little ways away. I always joke, no one ever asked where's his father if a child is wandering off. But you know, they're watching him and you could tell there were people that wanted to either pick him up and do it for him. Take him someplace because he looks so fragile, let me help you. Or they were mad that he was off on his own and I wasn't hovering. And I use that story for the same thing here. Because when you go off and you say, let's make this optional, I'm passionate about it, I'm committed, and even if I'm alone in this room, I'm going to move this forward, people are going to look at you funny. Like my son with his forearm crutches because they're used to somebody walking off strong, demanding, creating space. But it doesn't mean that that's necessarily the best way to do it. And so you have to be comfortable being different. And I use the concept of change buffers to help people with that. A personal buffer might be like Richard Feynman, the noted physicist. I don't care what other people think. I'm going to be me, their concerns to the wind. A friendship buffer. I'm going to go off and do this. when somebody goes, April's crazy. I call my friend Brian and you go, you're not crazy. You're doing the right thing. Keep it up. Let's go for coffee, let's go for the beer, whatever. A leadership buffer, maybe you're my boss and you believe in this, you've seen it. I go off and do it, people give me a hard time. I go, hey, take it up with Brian, my boss. We do things this way in his group. Or back to that policy buffer. In my group, we drive change, not people. So when somebody shows up differently, folks go, you know, why are you doing that? it's just the way we work. And that's what I've built in organizations over the years. The people that were in The groups with me that were doing this, depending on how comfortable and how strong they felt, could either say, I'm different, live with it. Or they could say, we're different. Or the policy is different. Whatever they needed to feel strong enough to show up differently. Because when you show up differently, you get amazing results. Brian (22:58) Yeah. That's so, that's so awesome. I completely agree. What if people are listening to this and hearing all this and getting excited about it and thinking, yeah, this is, this sounds like something I want to participate in. is, it sounds like something I want to start to do. if someone feels inspired by this conversation and wants to be, become more of a change agent, uh, but they really just don't know where to start. What are some practical things that you would give them to say, here's, here's a good way to start to, to move down this path. April K. Mills (23:27) Yeah, well, the simplest one is that's why you write books, right? So my book is available. I self-published it on purpose to make it very affordable. So it's, think, $9.99. Everyone is a change agent. It's $14.99 for change tactics because I accidentally wrote a longer book than I intended. sorry. When I got the first copy, I'm like, oh, that's more than I thought it was. OK. But so both of those. So for, you know, the price of a meal. Brian (23:44) You April K. Mills (23:54) for one person these days with inflation, right? You can get two books that help you not only have the basis, but have some just simple tactics, almost like a recipe book you can use. And then later this spring, I'm rolling out with my Engine for Change Company, this Change Agent Essentials class, which is based on that content. I've been teaching it now for 10 years in corporations. As we were talking before we started, right, I'm a recovering hider in corporations, I guess. Now I'm coming out into the world. And so it's going to be available for folks if they want to take the class to get that more immersive experience. So I'm really excited to bring it to the world because it works. And I'm especially passionate about agile people using it because there's too much conversation around agile dying and we need better products delivered faster that customers love at the lowest possible costs. And I don't know a better way to get there. So we got to reclaim agile from the driving people. Brian (24:47) Yeah, I completely agree. you know, anyone who's been involved in Agile in any significant, you know, way I'm sure would probably agree that it's not that the core concepts in any way are, are less, valid or, or, or no longer practical or anything like that. It's just people have seen so much bad versions of things that now that that definition has been marred a little bit, I would say. And so now we, we, we have to kind of take Like you said, take back control of that a little bit and say, now here's what it really is, and here's why we do things this way. And I like your approach there. Find the common ground and say, here's, you know, we both believe in this. Well, what's the best way of doing that? You know, here's what we think. April K. Mills (25:28) Yeah. Yeah. Yeah. And I think it's going to be a really exciting time as we go into 2025. There's so much change happening, but so much of it is at that default of driving people. So there's a huge opportunity to show up differently, to create a ripple. That one person can create that ripple. You three people can support each other while they try these new things. By the time you get to five, you almost have critical mass, right? At least two of you will always be online at any one time to support each other. And you can grow it from there. And I've seen great, great things happen. And it really is an unleashing of energy. If people can remember the first feeling they had when they found Agile and it was like, yeah, that feels more like what a professional does. And that excitement and that energy, you can get back to that and you can get back to that by driving change. Brian (26:24) Love it, love it, this is awesome. Well, this has been a great conversation. I really appreciate you coming on. We're gonna put links to everything in our show notes for everyone so you can get to April's company and find out more about her classes and also find out more about her books there as well. So April, thank you so much for coming on. April K. Mills (26:40) Thanks for having me. It was an honor to be recommended. Brian (26:43) Well, and our honor to have you on as well. So thank you for our listeners and recommending people and thank you April for making the time for us.

Nick Touran tells the story of Admiral Hyman Rickover, the “Father of the Nuclear Navy” and author of the legendary "Paper Reactor" memo. We discover how Rickover's hard-driving management and obsession with practical engineering shaped not just the US nuclear navy, but the entire landscape of modern nuclear power. Touran is manager of digital engineering at TerraPower and creator of Whatisnuclear.com. Decouple Substack: https://www.decouple.media/

Rich Correll, Richard Rickover, Beaver's Best Friend from Leave it To Beaver in a Personal Interview! Rich talks with John about how he was cast as Beaver's best friend, Richard Rickover on Leave it to Beaver, his real life close friendship with Jerry Mathers while shooting Leave it to Beaver and today, running around the Universal Lot with Jerry Mathers and the other kids from the show and visiting the Monster makeup area on the Universal Lot. Rich talks about his father Charlie Correll from Amos and Andy, his famous neighbors like Humphrey Bogart, Lauren Bacall, Judy Garland and getting to spend time with Boris Karloff, Vincent Price, Peter Lorre, Lon Chaney Jr.. Plus Rich talks about working for Groucho Marx and silent movie star Harold Llloyd. So much more, amazing stories and some great laughs. Thanks a bunch Rich! Become a That's Classic! PATREON member including the opportunity to see Exclusive Bonus Footage: patreon.com/thatsclassic That's Classic! Merchandise: http://tee.pub/lic/2R57OwHl2tE Subscribe for free to That's Classic YouTube Channel: https://www.youtube.com/channel/UCBtpVKzLW389x6_nIVHpQcA?sub_confirmation=1 Facebook: facebook.com/thatsclassictv Hosted by John Cato, actor, voiceover artist, and moderator for over 20 years for the television and movie industry. John's background brings a unique insight and passion to the podcast. --- Support this podcast: https://podcasters.spotify.com/pod/show/john-cato/support

Dr. John Sherwood interviews Dr. Edward J. Marolda about his new book Admirals Under Fire: The U.S. Navy and the Vietnam War.  Dr. Marolda is the author of nine books on the Navy in Vietnam and worked as a civilian historian for the U.S. Navy for 40 years. This is Part 2 of a two-part episode on this important contribution to the historiography of the Vietnam War.

He was a young man fresh out of the Naval Academy and a stint in the submarine service. He was being interviewed by Admiral Hyman Rickover for a coveted spot in the nuclear program. Then he got the question that changed his life.“How did you stand in your class at the academy?” Rickover asked. “Sir, I stood 59th in a class of 820,” future president Jimmy Carter answered. “But did you do your best?” Rickover asked. And when Carter could not honestly answer that he has always done his best, Rickover simply said, “Why not?” and then ended the interview.✉️ Sign up for the Daily Dad email: DailyDad.com

Today, I'm joined by Dr. Claude Berube, and we're discussing the Leadership of Admiral Rickover. Claude wrote his doctoral dissertation on the Navy during Andrew Jackson's presidency, which became the book On Wide Seas. He has worked on political campaigns, as an analyst and team leader at the Office of Naval Intelligence, as a national security fellow in the U.S. Senate, and as a defense contractor for Naval Sea Systems Command and the Office of Naval Research. He is concluding nearly 20 years of teaching at the U.S. Naval Academy. He retired as a Commander from the US Navy Reserves, where he was an intelligence officer. His third novel, The Philippine Pact, came out earlier this year, and his fifth non-fiction book, Rickover Uncensored, is now available. I'm excited to have him on the show to talk about the life and leadership of Admiral Rickover, a man who had a tremendous impact on the U.S. submarine force. Show resources: Rickover Uncensored Dr. Claude Berube's author profile Sponsors: The Qualified Leadership Series Ignite Management Services Liberty Strength  ____ Get all of Jon Rennie's bestselling leadership books for 15% off the regular price today! HERE Learn more about your ad choices. Visit megaphone.fm/adchoices

There are few naval leaders who had a legendary reputation and such a long running - and not uncontroversial - record of service as Admiral Hyman G. Rickover, USN.Talk to any submarine officer or surface nuclear power officer over the age of 60 and they will have a personal story directly or indirectly about the man who is generally seen as the "Father of the Nuclear Navy."Was the man as he lived really in line with his reputation? We now have a broad collection of Rickover in his own word is the just published collection of his papers, Rickover Uncensored, edited by Claude Berube, Samuel Limneos. From the book's Amazon page;"Nearly 250 archival boxes full of his personal papers were bequeathed to the U.S. Naval Academy Museum. Outside of his official biographer, no historian had access to these documents. In "Rickover Uncensored," the editors present a broad section of Rickover's life from love letters in the 1930s to his first wife, his speeches, transcripts of telephone conversations, and memoranda through his retirement."Joining us for the full hour will be one of the editors of this collection - returning and founding guest of Midrats, Claude Berube.Claude is the author or editor of five non-fiction books, three novels and more than eighty articles. He earned his doctorate from the University of Leeds, and is a retired CDR in the USNR. He has worked as a navy contractor for NAVSEA and ONR, as a civil servant with the ONI, and as a staffer to two US Senators and a House member. He has taught in the Political Science and History Departments at the US Naval Academy since 2005.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/3270000/advertisement

Marc Wortman, PhD, is an independent historian and freelance journalist. He is the author of four books on American military and social history, most recently Admiral Hyman Rickover: Engineer of Power (Yale University Press, 2022), which was named a National Review Book of the Year and received an honorable mention for the John Lyman Award in biography from the North American Society for Oceanic History. His other books are 1941: Fighting the Shadow War, A Divided America in a World at War (Atlantic Monthly, 2016); The Bonfire: The Siege and Burning of Atlanta (PublicAffairs, 2009), and The Millionaires' Unit: The Aristocratic Flyboys Who Fought the Great War and Invented American Air Power (PublicAffairs, 2006). A multi-prize-winning feature-length documentary based on The Millionaires' Unit is available on streaming services.The Greatest Capitalist Who Ever Lived: Tom Watson Jr. and the Epic Story of How IBM Created the Digital Age (PublicAffairs), the first solo biography of the leader who launched the information technology revolution, will be published in October 2023. ​As an award-winning freelance journalist, Marc has written for many publications, including Vanity Fair, Smithsonian, Rolling Stone, Time, and The Daily Beast. He has spoken to audiences around the country and has appeared on CNN, NPR, C-SPAN BookTV, History Channel, CuriosityStream and other broadcast and streaming outlets. He has taught at Princeton, Quinnipiac University and a college program at a maximum-security prison. He was the recipient of a New York Public Library Research Fellowship and was the 2014 Jalonick Memorial Distinguished Lecturer on Aviation History at the University of Texas Dallas. He is a fellow of Yale University's Davenport College.Following college at Brown University, he received a doctorate in Comparative Literature from Princeton University. He lives with his family in New Haven.EPISODE NOTES:Follow NucleCast on Twitter at @NucleCastEmail comments and story suggestions to NucleCast@anwadeter.orgSubscribe to NucleCast podcastRate the show

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: a rant on politician-engineer coalitional conflict, published by bhauth on September 4, 2023 on LessWrong. Sometimes, a group in some organization has a highly technical and highly effective leader. Kelly Johnson (Skunk Works) and Hyman Rickover (US Navy nuclear propulsion) are famous examples. A naive economist might expect such people to be well-liked by management above them, because their skills are good for the organization and complementary to those of non-technical managers. That's not what we generally see in reality. In my experience, and in the stories I've heard, such technical leaders are especially disliked by upper management, far more than a highly effective non-technical MBA would be. I've even been told that unique competence being noticed by upper managment is a negative for career prospects in that situation. Why would that be the case? The only explanation that makes sense to me is that effective technical managers are considered a threat by management above them - but why would they be more of a threat than a MBA who talks the business talk? There are some cultural differences between engineers and non-technical managers, but I don't think that's an explanation. One reason is, technical leaders can find allies even higher up that support them. For example, Rickover had allies in Congress, and that's the only reason he wasn't pushed out...until he got pushed out by John Lehman, a Ph.D. in American foreign policy who's worked as an investment banker. Leslie Groves was almost pushed out in 1927, but Major General Edgar Jadwin interceded and noted that Groves's superiors were at fault for the problems blamed on him - that was a guy 5 ranks above Groves in the Army. My current view is that politician-type managers and engineer-type managers naturally form opposing coalitions. They each favor people of the same type, and try to push local organization norms in different directions. In America, today, politican-type managers have won conclusively almost everywhere. I've actually seen some of a conflict between such coalitions play out once, and I'd say it's an even match when the groups are equal in size and nobody else is involved. One group backstabs and fights over social dominance like high school girls, but that's balanced out by the other group spending half their time arguing about who's smarter and the other half arguing about emacs vs vim; the underlying dynamic is the same, but one group has the pretense of authority being tied to intelligence, and has a greater tendency to argue about actions instead of personnel selection. Normies prefer business speak to technobabble, while nature has the opposite preference, and so the balance is tipped depending on which is more relevant. I am, of course, exaggerating somewhat, and all groups have some overlap in their tendencies. There are also other ways to organize hierarchy, such as: pure seniority, like Senate committee positions pure credentialism, like companies that use exclusively PhDs for upper positions effort-worship, like how Elon Musk deserves to be in charge because he works 100 hours a week That last one is perhaps my least-favorite. Anyway, we see a similar effect, where organizations based around seniority are all-in on seniority, because the people who want that to be the principle are in charge. There's always a social hierarchy, so in a sense the only choice society and leaders get to make is what's used as its basis. Companies often have distinctive corporate culture, but companies have to interact with each other, and people move between them, so there's some pressure towards homogenization. In America, ongoing consolidation has been towards what's described in Moral Mazes. From inside the system, it might seem like the only possible system, but take heart, for alternatives are poss...

Link to original articleWelcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: a rant on politician-engineer coalitional conflict, published by bhauth on September 4, 2023 on LessWrong. Sometimes, a group in some organization has a highly technical and highly effective leader. Kelly Johnson (Skunk Works) and Hyman Rickover (US Navy nuclear propulsion) are famous examples. A naive economist might expect such people to be well-liked by management above them, because their skills are good for the organization and complementary to those of non-technical managers. That's not what we generally see in reality. In my experience, and in the stories I've heard, such technical leaders are especially disliked by upper management, far more than a highly effective non-technical MBA would be. I've even been told that unique competence being noticed by upper managment is a negative for career prospects in that situation. Why would that be the case? The only explanation that makes sense to me is that effective technical managers are considered a threat by management above them - but why would they be more of a threat than a MBA who talks the business talk? There are some cultural differences between engineers and non-technical managers, but I don't think that's an explanation. One reason is, technical leaders can find allies even higher up that support them. For example, Rickover had allies in Congress, and that's the only reason he wasn't pushed out...until he got pushed out by John Lehman, a Ph.D. in American foreign policy who's worked as an investment banker. Leslie Groves was almost pushed out in 1927, but Major General Edgar Jadwin interceded and noted that Groves's superiors were at fault for the problems blamed on him - that was a guy 5 ranks above Groves in the Army. My current view is that politician-type managers and engineer-type managers naturally form opposing coalitions. They each favor people of the same type, and try to push local organization norms in different directions. In America, today, politican-type managers have won conclusively almost everywhere. I've actually seen some of a conflict between such coalitions play out once, and I'd say it's an even match when the groups are equal in size and nobody else is involved. One group backstabs and fights over social dominance like high school girls, but that's balanced out by the other group spending half their time arguing about who's smarter and the other half arguing about emacs vs vim; the underlying dynamic is the same, but one group has the pretense of authority being tied to intelligence, and has a greater tendency to argue about actions instead of personnel selection. Normies prefer business speak to technobabble, while nature has the opposite preference, and so the balance is tipped depending on which is more relevant. I am, of course, exaggerating somewhat, and all groups have some overlap in their tendencies. There are also other ways to organize hierarchy, such as: pure seniority, like Senate committee positions pure credentialism, like companies that use exclusively PhDs for upper positions effort-worship, like how Elon Musk deserves to be in charge because he works 100 hours a week That last one is perhaps my least-favorite. Anyway, we see a similar effect, where organizations based around seniority are all-in on seniority, because the people who want that to be the principle are in charge. There's always a social hierarchy, so in a sense the only choice society and leaders get to make is what's used as its basis. Companies often have distinctive corporate culture, but companies have to interact with each other, and people move between them, so there's some pressure towards homogenization. In America, ongoing consolidation has been towards what's described in Moral Mazes. From inside the system, it might seem like the only possible system, but take heart, for alternatives are poss...

When it comes to Up Wing thinking, there's no better litmus test than nuclear power. Setting aside the regulatory barriers we've imposed on ourselves, the United States can tap a source of clean, reliable energy that overcomes the carbon emissions and geopolitical challenges of fossil fuels. Here to make the case for nuclear in this episode of Faster, Please! — The Podcast, is Robert Zubrin.Robert is a nuclear engineer and the author of the new book, The Case for Nukes: How We Can Beat Global Warming and Create a Free, Open, and Magnificent Future.In This Episode* Is the case for nukes contingent on climate change? (1:14)* How the Atomic Age ended (6:39)* A 75-percent nuclear America (15:03)* Is a nuclear renaissance coming? (23:00)Below is an edited transcript of our conversationIs the case for nukes contingent on climate change?James Pethokoukis: Were it not for climate concerns, would there still be a case for nukes, or would you be writing The Case for Carbon instead?Robert Zubrin: No, there still would be a case for nukes. The primary case for nukes is to expand humanity's energy resources. Regardless of climate change, we have an imperative to make energy more cheap and available. The primary problem in the world today is poverty. We have poverty in America, but in America, the average per capita income is $50,000 a year. Globally, the average is $10,000 a year. And half of the world is below average. So the existence of poverty in the world is quite prevalent. And that stifles people's lives. It kills people — people die of diseases that could easily be cured. They don't get educations. They suffer from malnutrition. They suffer from lack of opportunity. This is the thing that needs to be answered. We need to increase the availability of energy to put the whole world on an American standard of living. Once again, we still even have poverty here. We'd have to increase world energy five times. And fossil fuels cannot support that. So regardless of the issue of climate change or carbon enrichment of the atmosphere, we need more energy.And secondly, we need the energy to come from freedom, not from possession. It needs to come from the power of creation. A major problem with fossil fuels is it puts a lot of global power in the hands of people who just simply have it by force of possession, not through creativity. It gives wealth to those who take it rather than those who make it. For example the OPEC oil cartel could, as it did in 2008, constrict the world's energy supply below what it needs and send the price of oil up to $150 a barrel and cause a massive worldwide economic dislocation as a result. That's even a potential threat right now. Whereas nuclear power fundamentally comes from mind. That is, it's the result of technological creativity: turning something that is not a resource into a resource — an incredibly abundant resource. So it moves power where it needs to be, into the hands of the creative, which is to say in the hands of the free.Let me continue on the theme from that first question: Why isn't it The Case for Solar? I know that solar prices seem to have come way down in recent years. Why not that as the thrust of your book?The problem is this, that solar energy, and in this I would also add wind as well, are intermittent energy sources. They are not reliable sources of power with which to power an industrial civilization. They are useful boutique energy sources. Wind power has had a major role in the development of human civilization by powering ships. Worldwide commerce was enabled by putting wind to work as a classic example of off-grid power. Solar energy is predominant in space, once again, way off-grid. But if we're talking about the production of energy at scale in a reliable way to power industrial society, they simply do not cut it.Does solar still not cut it, even if we figure out new ways and better ways of storing that energy? That sounds like it's doable. We just need better batteries or ways of storing that solar energy for when it's cloudy out.There are a couple of problems there. First of all, the amount of solar energy to power Manhattan would cover most of Long Island — and try buying Long Island to put the solar energy capacity there. And then you have the problem with storage. First of all, the problem with storage on a planned basis, that is just storing for a night, is bad enough. And it basically increases the cost of a solar installation by like a factor of five just to do that. But what if it's cloudy for three days going? What if there's this thing called winter that happens? Which it does. Solar energy can be inadequate for months on end. Having the capacity to deal with that is simply not possible. So, in fact, solar energy power systems have to be 100 percent backed up by reliable sources of power, which to say either fossil fuels, nuclear, or hydroelectric.How the Atomic Age endedWhy did the Atomic Age end? Do we understand the culprits? Do we understand who the murderer was?I think I do. First of all, nuclear power in the ‘60s was so much cheaper than fossil fuel power that in the early ‘70s, we were getting orders in the United States for two new nuclear power plants per month. That's how fast it was coming online. And in fact, it caused alarm in the oil interests, who very early on tried to stop [Admiral Hyman] Rickover from introducing the nuclear submarine. Exxon and Atlantic Richfield both gave very large grants to the Sierra Club to go after nuclear power. And in fact, part of their fear was justified because after the oil price went up in ‘73, '74, nuclear power actually cleaned the lunch of oil-fired electricity in the United States. In 1972, 3 percent of American electricity was nuclear, 20 percent was oil. Now it's 3 percent oil, 20 percent nuclear. Oil, of course, maintained its premier position as transportation fuel. There, it couldn't be dislodged. It has unique advantages in that realm.But what happened was in the late ‘60s and early ‘70s, there was an ideological offensive launched by Malthusians. You may remember two very important books from that period. One was called The Population Bomb by Paul Ehrlich. And another was called The Limits to Growth by the Club of Rome. That's ‘68 to ‘72. And then there were many less popular works. But they all said, “Look, we're running out of everything. We have to stop economic growth and population growth.” This was a very powerful ideological offensive, except for you may remember Julian Simon, who was an economist who said the Club of Rome was absolute nonsense. We weren't going to run out of everything, or anything, by the year 2000. But he was regarded by mainstream media as some Neanderthal from the Chamber Commerce. And if you look at the Sierra Club's statement, when they finally came out definitively against nuclear power, which was in 1974, what they said was, “We need to oppose nuclear power because it could encourage unnecessary economic growth.”And then they went on to say, “We can do this. We can stop them by stopping the establishment of any way for them to dispose of the waste.” And so they targeted nuclear waste disposal as a key weakness of nuclear power. And at that time, there were proposals in the works to just dispose of it by subsea disposal, which is easy to do. And when they got that block, and Jimmy Carter blocked that, they then opted instead for a much more elaborate program of storing the waste under a mountain in Nevada. They then campaigned against that. It baffles the mind how someone who claims to care about health and the environment can say it's better to store nuclear waste in nuclear power plants in the suburbs of major cities than under a mountain in Nevada. And yet they did. When they say there's no solution to nuclear waste disposal, there certainly is a technical solution. And the Nuclear Navy stores nuclear waste in salt domes in New Mexico. They just don't have to put up with any of this stuff. But they managed to stop the commercial nuclear waste from safely disposing of its waste and then say, “Hey, there's no way to dispose of the waste.” And they have collaborators in the Department of Energy and the Nuclear Regulatory Commission. If the FAA was run like the Nuclear Regulatory Commission, we would have no airplanes. If you have a totally hostile regulatory structure, you can destroy any industry.Can you think of particular regulations, perhaps, that you think played a key role? Or is it just broader than that?If I was asked to name one thing that is the big problem and which needs to be corrected if we're going to have a nuclear renaissance, it's the regulatory structure, what was put in place by the Carter administration — which by the way, was in infested massively with members of the US Committee for the Club of Rome. They established this regulatory structure. In the book, The Case for Nukes, I show the flow chart of what you have to do to get a nuclear power plant license in the United States. And it looks like a map of the New York subway system with a million stops and intersections this way and that way. And guess what? Each of those subway stops themselves involves another subway map inside of it. And some of these are really ridiculous. One of the subway stops, just one, is the Environmental Protection Agency, which among many other things demands to know, and have proof to its satisfaction, that the utility should build a nuclear power plant as opposed to a coal-fired power plant or a gas-fired plant, or no plant at all. Imagine if you had some land and you wanted to build a log cabin on it. And so you go to the municipal authorities and say, “I want to build a log cabin on this.” And they ask you not just for your plans to show that it's going to be a safe building, but to prove that it shouldn't be a chalet, or a cape cod, or a brick house, or a gas station, or a pet cemetery, or a zoo, or anything else.And then imagine that you actually do show that to the satisfaction of the authorities involved. But then there's now an opportunity for people who hate you to intervene in court to contest that approval. And now you have to go to court and prove to a judge and a jury that this in fact was the correct decision by the mayor. And if that court approves you, they can then appeal. That's what this is like. [Recently], we had a nuclear power plant go online in Georgia. It took 14 years to build it. Our first nuclear power plant in Shippingport, Pennsylvania, took three years to build. That is, the amount of time it takes to build a nuclear power plant has increased by a factor of five. And this is not because they've become more complicated. It's because the legal process become vastly more complicated.And if you look at the data, as the time it has taken to build a nuclear power plant has increased, the cost has increased as the time squared. And once again, I show this in the book. It actually follows this curve. It's not even just linear, where you have to pay people for longer periods of time, you're paying all these workers to hang around doing nothing, instead of putting things together. You're paying more expensive kinds of people. Lawyers cost a lot more than plumbers, and you're paying for more and more lawyers as this thing drags on and becomes a bigger and bigger and more complex deal. So this is what has stopped nuclear power in the United States. The time to construct nuclear plants should have gone down with experience, not been quintupled.Currently, and this is a number that's sort of holding steady, we get about 20 percent of our power generation from nuclear. What is the counterfactual? What is the right number? If the ideological war had not happened, and all those nuclear plants, those two nuclear plants a year, that kept happening. What does our energy mix look like today, do you think?In France today, it is 75 percent nuclear and 10 percent hydroelectric. So it's only 15 percent fossil fuels. Here you have France under the leadership of Charles de Gaulle. He put together kind of a labor-industry alliance for growth that included both de Gaulle-ists and even the communists, who had a trade union. This is jobs, this is what we want. And they did it. And it's 75 percent nuclear. Meantime, here's Germany, with this massive green party, as well as green ideology infecting the social democrats and even the Christian democrats and the rest, shutting down their nuclear power plants. Germany's carbon emissions per unit power is five times that of France. Five times. There is the green Germany. And it's even worse than that, because a lot of Germany's power comes from biomass. And you have this romanticism of “We're getting our power from the forest.” Yeah, you're getting your power by killing trees and the animals that live in the trees. So how's that being a friend of nature? The way to be a friend of nature is to get your power from things that aren't involved with the natural biosphere. The person who saved the whales was Rockefeller, by switching us from whale oil to petroleum, because petroleum has much less involvement with the biosphere than the whales do. And you'll have even less involvement with the biosphere if you switch from fossil fuels to nuclear.A 75-percent nuclear AmericaHow do we get that 20 percent up to 75 percent?There needs to be, fundamentally, a societal decision. Now, one thing that very oddly works in our favor here, is that the Malthusians have oversold the case on global warming. Global warming is real. World temperatures have gone up one degree centigrade since 1870. And that's true; I don't dispute that for a minute. I dispute the fact that that is a great cause for alarm. But it's true. They have nevertheless managed to alarm people greatly, because they're trying to use global warming as a rationale for rigging up energy prices. Which is basically an extremely regressive tax. (Carbon taxes are just about the most aggressive sales tax you can have, because they don't even tax on the basis of price. They tax on the basis of mass, and a cheap cut of meat involves the same amount of carbon emissions as an expensive one. And a cheap dress involves the same amount of carbon as an expensive dress, even though one might be priced 10 times above the other.) They've oversold this. They actually got a lot of people [saying], “Oh my God, this is an existential problem. We have to stop carbon emissions.” If their primary concern actually is carbon emissions, a lot of them are saying, “Well, then why not nuclear?”So you actually have, at this point, a significant faction in the Democratic Party, and they have an organization called the Third Way, Cory Booker is a member of this faction, who say we should have nuclear power because there's an existential problem of climate change. They actually believe this. So this is the solution. The hardcore, they hate nuclear power because it would solve a problem they need to have. But these other people actually want to solve the problem. So there's some leverage there. The Biden administration, though, has responded to this faction in only limited ways. They have allocated some money to develop more advanced types of nuclear reactors. That's good.The nuclear reactors we have now are essentially the same thing that Rickover invented in the 1950s to power the Nautilus and the Shippingport plant. I don't think that that's a fundamental design flaw. Pressurized-water reactors, which is the Rickover reactor, is like 90 percent of all reactors, if you include the mild variations of it that are out there. It's a very good design. It is inherently safe. It cannot have a runaway nuclear reaction because the water that is the coolant is also necessary to sustain the nuclear reactor. And in the book, I explain the physics of that. So it's impossible. And there's been over a thousand pressurized-water reactors on land or sea over the past 60 years, and not a single person has ever been hurt from a radiological release from one of them. But that said, it's possible to have more advanced designs that would be cheaper, that would be more efficient.I hear a lot about these small modular reactors.Yeah, that's a good one. The small modular reactors are pressurized-water reactors, but it's a different kind of design where they design them to be built small so they can be built in modules in factories and literally just assembled on site. So it's not really a construction problem, it's more like a “bring a bunch of things to a place and hook them together” kind of project. That offers the chance to make them cheaper, faster to build and also to address markets not just of big cities, but maybe of towns of 100,000, 200,000, this kind of thing all over the world. That's one. There's also greener reactors, which have the capability of getting, you know, 90 percent of the energy out of nuclear fuel instead of 1 percent, which is all a pressurized-water reactor does. Thorium reactors, which [have] cheaper fuel, other things like this. I'm all for these things.But we can't have that conversation if fundamentally there's this huge division about whether we should do it at all.Correct. And in fact, if this regulatory structure remains in place, we won't have them because it's going to be even harder to get a new kind of reactor licensed than to get another reactor of a kind that people are very familiar with. There needs to be a fundamental overhaul of the entire regulatory structure. Whether you conduct your business should, number one, be between you and the authorities. Interveners from hostile interests should not be allowed to take part in that process at all. And the regulatory structure itself has to be greatly streamlined and made to operate within the law. By law, the Nuclear Regulatory Commission is supposed to approve plants within two years of the application. They regularly take five years, and then there's a whole bunch of agencies that take more time. Once again, this argument that nuclear power is too expensive is a fiction. Any industry can be made too expensive if there are regulators making it too expensive.Is a nuclear renaissance coming?There seem to be some things coming together which would make one optimistic about the future of nuclear. Are you an optimist or not so much?I'm fundamentally an optimist. Winston Churchill once said, “Americans will always do the right thing after they have exhausted all the alternatives.” We're getting there. We're exhausting the alternatives. We fell for this bunk about, you don't really need energy, or you can get it from windmills. And that this somehow would be a much better way to do it, or anything of this sort. So this is clearly the best answer. Let me give you an idea of how much energy we're actually talking about here. The nuclear reactors, we get the fuel from uranium ore, which is several percent uranium. But if you aren't interested in just getting it from ore and you're just looking around for the uranium, granite — ordinary granite that you see, buildings are built out of it, mountains are built out of — is two parts per million uranium and eight parts per million thorium. And if you converted that to energy, a block of granite would have a hundred times the energy of an equal mass of oil. So you go through New Hampshire somewhere and you see these huge granite mountains, you're looking at mountains of energy. You're talking about more energy in one of those mountains than all the oil of Saudi Arabia. That's how much energy.And then if we talk about going the next step, which is to fusion, then one gallon of water has as much energy in fusion as 350 gallons of gasoline. We're talking about completely un-limiting the human future and the waste from it. In other words, the ironic thing about making an issue of nuclear waste is that it's the only energy source in which you actually can dispose of the waste. In other words, the waste from coal-fired power plants would be impossible to sequester it because it's literally millions of times greater in volume for a given amount of energy than nuclear power. We could easily sequester the waste. And of course, with more efficient reactors, we could actually use a lot of that waste. So there's that. It's simply the right answer, and it's being blocked by people who want there to be a limit to resources.It's a preference of sorts. It's an ideological preference.It's a problem for people who want to assert that human activities, numbers, and liberties must be fundamentally constrained because there isn't enough to go around.Let me build off that by asking you a final question, which is you dedicate the book to “the Prometheans.” Who are the Prometheans?The Prometheans are the problem solvers. There's a lot of history in this book. I talk about how we got to nuclear power, and there's a human story here that goes from Einstein and Marie Curie, Lise Meitner, and Rickover, and what they had to overcome to make this happen. Now, by the way, we do have a new generation of entrepreneurial people. There's a whole bunch of entrepreneurial startups in both the fission and fusion area right now who are attempting to continue this revolution by introducing even superior types of nuclear reactors. And these people have guts. I mean, it takes a lot of guts to go into the nuclear business right now. You're going to have a fight on your hands. But I think it's the right answer and I think reason carries a stick. And so I think, ultimately, the rational will prevail. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

Mark Wortman's webpage: Mark Wortman Books

In this episode, Brian Penders, Chief Information Security Officer, at the University of North Carolina Chapel Hill Medical School, shares his exciting but challenging journey from working as an engineering lab technician in the US nuclear submarine to being a law enforcement officer with the Vermont State Police and then gravitating to his current role of Chief Information Security Officer at a major academic institution. He sheds light on the principles driving the high-reliability organizational culture in the US Nuclear Navy Propulsion Program and how those experiences influenced and shaped his growth as a cybersecurity leader.Time Stamps02:24 — Take us behind the scenes and share some highlights. What were the drivers? What were the motivators? What can listeners take away from your experience?09:02 -- Let me first focus on that high-reliability, organizational culture that was established in the US nuclear Navy, and you have lived in that culture. Share a bit about what it is like and what could be some takeaways that are relatable or applicable in the world of cybersecurity governance?16:08 — Are there any unique challenges that a medical school faces compared to the other units? And if so, how do you go about dealing with them?19:34 — Research finds that in general, organizations don't do a very good job of rehearsing their incident response plan, sometimes they don't even have a good plan in place. Brian, as a practitioner, what's feasible and what's ideal?21:36 — Is it fair to assume that institutions are rehearsing how to recover from a ransomware attack?22:20 -- Is this rehearsal of proactively or reactively, responding to ransomware attacks, taking place at only certain levels, and not at all organizational levels?23:48 -- So moving on to cybersecurity governance, best practices, there are several out there, would you like to highlight a few that you are really big on?27:03 -- What's the reality around passwordless authentication?28:58 -- I'd like to give you the opportunity to share some final thoughts with the listeners.Memorable Brian Penders Quotes/Statements"The Navy taught me how to learn, and that was more valuable to me at the time than anything I learned about nuclear engineering.""Incident response is really a great way to learn the environment and build partnerships across an organization.""The Navy taught me how to learn. The way admiral Rickover thought through individuals gaining technical knowledge was really amazing. It was based on if you could not draw and explain something to a group of experts sufficiently, then you are not going to move forward.""If I had 30 seconds with a group, I would tell them to keep their software updated.""We need to get out of the business of the shared secret. Passwordless authentication is the new and up-and-coming defense to credential theft.""We have found that folks from liberal arts and humanities can be extremely valuable to supplement and sometimes lead our cybersecurity teams. I'm generalizing, but they're good problem-solvers. They're able to see the big picture, and they're excellent communicators, all amazing skills."Connect with Host Dr. Dave Chatterjee and Subscribe to the PodcastPlease subscribe to the podcast, so you don't miss any new episodes! And please leave the show a rating if you like what you hear. New episodes release every two weeks. Connect with Dr. Chatterjee on these platforms: LinkedIn:

Captain Charles R. MacVean U.S. Navy (Ret.), PhD joined Pete Neild and I to discuss submarine stories and his new book Down Deep. Submarine life is not easy. Tight quarters. Disciplined schedules. Everyone depending on someone else. It takes a high degree of trust and teamwork to make for a successful mission. Charlie shared many great stories involving his crew and some of his missions. It seemed that Admiral Hyman Rickover came up frequently in our discussions. Rickover was a demanding leader that enjoyed keeping his subordinates off balance, so they would be provide direct and truthful answers. Trust came up so often in this podcast conversation. Admiral Rickover extended a great degree of trust to Charles MacVean, but only after first testing his character and conviction. Rickover had confidence in MacVean's skills and capabilities. He just needed to believe that MacVean believed he could accomplish the task at hand. Charlie shared stories about the history of the USS Seawolf and the innovative nuclear experiments and challenges they faced. The stories of MacVean sitting down with his crew members to learn about their family and aspirations was moving. For many of these crewmen, this was a career they valued because they felt truly cared for. They had a mission, a purpose in life. The military saved many of these men's lives and catapulted them into upstanding men in society. This is a podcast conversation Pete Neild and I have been talking about for over a year. I am so pleased that we had a chance to get meet Charlie and enjoy his stories and words of wisdom. Thank you! #ussseawolf #seawolf #usnavy #charlesmacvean #downdeep Buy Charlie's Book: Down Deep: Courage, Leadership, Hijinks https://www.amazon.com/Down-Deep-Captain-Charles-Leadership/dp/173342248X/ref=sr_1_1 Get San Diego news and newsmaker updates, plus proven and easy-to-implement strategies to pursue your happiness. Sign up now. It is FREE! https://johnrileyproject.com/ Be sure to share this video with a friend! Sponsors Happiness76.com – your source of gear that celebrates Life, Liberty, and the Pursuit of Happiness. https://happiness76.com/ ☆☆    STAY CONNECTED    ☆☆ SUBSCRIBE for more reactions, upcoming shows and more! ► https://www.youtube.com/channel/UCJJSzeIW2A-AeT7gwonglMA FACEBOOK ➡ https://www.facebook.com/johnrileyproject/ TWITTER ➡ https://twitter.com/JohnRileyPoway INSTAGRAM ➡  https://www.instagram.com/johnrileypoway/ Sponsorship Inquiries https://johnrileyproject.com/sponsorship/ Donations https://johnrileyproject.com/donations/donation-form/ Music https://www.purple-planet.com

Admiral Hyman Rickover, the father of the nuclear Navy in the United States and an unsung hero in the history of the world, was once asked by a Congressman if he was prepared for the upcoming hearing in which Hyman needed to speak about a number of complex, important issues. "Yes," Rickover replied, "I shaved and put on a clean shirt."

During his sixty-three-year career in the U.S. Navy, Admiral Hyman Rickover faced racism, red tape, and a forced retirement. He saw the benefits of atomic energy and spearheaded its use on the Nautilus, the first nuclear-powered vessel. Are you interested in learning about Ayn Rand's Objectivism? Check out our FREE ebook:

In this episode I'm exploring the story of the father of atomic power, Admiral Hyman Rickover.  This was based on a suggestion from a listener. Thanks Loki! Rickover is best known for his role in developing the US nuclear submarine program in the 1950's.  His ground-breaking work demonstrates that Small Modular Reactors are a safe and effective method of generating clean carbon-free energy.  Today I will be interviewing an author who has recently published a biography of Rickover. Marc Wortman received a doctorate in Comparative Literature from Princeton University. Dr. Wortman is an independent historian and freelance journalist living in New Haven. He is the author of four book on American military and social history, most recently Admiral Hyman Rickover: Engineer of Power (Yale University Press, 2022). As an award-winning freelance journalist, Marc has written for many publications, including Vanity Fair, Smithsonian, Time, Air & Space, and The Daily Beast. He has spoken to audiences around the country and has appeared on CNN, NPR, C-SPAN BookTV, History Channel, and other broadcast outlets. He has taught at Princeton, Quinnipiac Universities and a college program at a maximum security prison. He was the recipient of a New York Public Library Research Fellowship and was the 2014 Jalonick Memorial Distinguished Lecturer at the University of Texas Dallas. Follow me at https://therationalview.podbean.com Facebook @TheRationalView Twitter @AlScottRational Instagram @The_Rational_View #TheRationalView #podcast #nuclearpower #SMR #atomicpower #greenenergy #nuclearnavy

He was and served as the 39th President of the USA. But before his career in politics, Jimmy Carter was a Navy Nuke under Gen. Rickover. What did he do in the Navy? How did this time in the Nuclear Navy shape his policies? What would happen if someone who thought like a scientist gained access to the highest seat in the land? Find out in this episode when Shelly speaks to Jimmy Carter's biographer, Jonathan Alter. Visit us at: mynuclearlife.com Patreon: www.patreon.com/mynuclearlife email us

At the end of the second world war, a Captain in the United States Navy had a radical idea about the future of the American fleet.  He felt that the largest American naval vessels, especially submarines, could be powered by the newly harnessed nuclear power.  His ideas, and his personality, radically changed the United States Navy and navies around the world operate.  Learn more about Hyman Rickover and the nuclear navy on this episode of Everything Everywhere Daily. Subscribe to the podcast!  https://link.chtbl.com/EverythingEverywhere?sid=ShowNotes -------------------------------- Executive Producer: Darcy Adams Associate Producers: Peter Bennett & Thor Thomsen   Become a supporter on Patreon: https://www.patreon.com/everythingeverywhere Update your podcast app at newpodcastapps.com Search Past Episodes at fathom.fm Discord Server: https://discord.gg/UkRUJFh Instagram: https://www.instagram.com/everythingeverywhere/ Twitter: https://twitter.com/everywheretrip Website: https://everything-everywhere.com/everything-everywhere-daily-podcast/ Everything Everywhere is an Airwave Media podcast." or "Everything Everywhere is part of the Airwave Media podcast network Please contact sales@advertisecast.com to advertise on Everything Everywhere. Learn more about your ad choices. Visit megaphone.fm/adchoices

Known as the “Father of the Nuclear Navy,” Admiral Hyman George Rickover (1899–1986) remains an almost mythical figure in the United States Navy. A brilliant engineer with a ferocious will and combative personality, he oversaw the invention of the world's first practical nuclear power reactor. As important as the transition from sail to steam, his development of nuclear-propelled submarines and ships transformed naval power and Cold War strategy. They still influence world affairs today. His disdain for naval regulations, indifference to the chain of command, and harsh, insulting language earned him enemies in the navy, but his achievements won him powerful friends in Congress and the White House. A Jew born in a Polish shtetl, Rickover ultimately became the longest-serving U.S. military officer in history. In this exciting new biography, historian Marc Wortman explores the constant conflict Rickover faced and provoked, tracing how he revolutionized the navy and Cold War strategy.HOST:  Rob MellonFEATURED BREW:  Sea Hag IPA, New England Brewing Company, Woodbridge, ConnecticutBOOK:  Admiral Hyman Rickover: Engineer of Power https://www.amazon.com/Admiral-Hyman-Rickover-Engineer-Jewish/dp/0300243103/ref=sr_1_1?crid=2K5836S72R4IB&keywords=marc+wortman+rickover&qid=1657245199&sprefix=marc+wort%2Caps%2C204&sr=8-1MUSIC:  BoneS Forkhttps://bonesfork.com/

His development of nuclear submarines changed the course of the Cold War … Yet Admiral Hyman Rickover — the “Father of the Nuclear Navy” — is largely unknown. Historian Marc Wortman joins host Charles Mizrahi to discuss how this unconventional engineer revolutionized U.S. naval power and the role this nuclear technology still plays today. Topics Discussed: An Introduction to Marc Wortman (00:00:00) Father of the Nuclear Navy (00:02:16) Submarine Warfare Before Nuclear Energy (00:6:36) Rickover's Revolutionary Idea (00:15:23) Sputnik and the Cold War (00:27:31) Rickover's Influence (00:32:25) Nuclear Warfare (00:43:39) Guest Bio: Marc Wortman is a historian, award-winning journalist and author. His work is featured in Vanity Fair, Smithsonian and Time. And he's appeared on CNN, NPR and the History Channel. Wortman is also the recipient of several writing prizes. His books have been named in The Daily Beast's “Best Long Reads” and in The Wall Street Journal's “Books of the Month.” His latest book (below) profiles the “Father of the Nuclear Navy.” Resources Mentioned: · https://www.amazon.com/Admiral-Hyman-Rickover-Engineer-Jewish/dp/0300243103 (Admiral Hyman Rickover: Engineer of Power) Transcript: https://charlesmizrahi.com/podcast/podcast-season-7/2022/05/10/father-nuclear-navy-marc-wortman/ (https://charlesmizrahi.com/podcast/)  Don't Forget To... • Subscribe to my podcast! • Download this episode to save for later • Liked this episode? Leave a kind review! Subscribe to Charles' Alpha Investor newsletter today: https://pro.banyanhill.com/m/1962483 (https://pro.banyanhill.com/m/1962483)

Join us for a riveting exploration of the brilliant, combative, and controversial “Father of the Nuclear Navy.” Hear from Marc Wortman, author of the new Jewish Lives biography Admiral Hyman Rickover: Engineer of Power.

On today's show, we have Serial Entrepreneur Dave Chesson returning to the Cops and Writers studio! Dave was my guest back in April on show number 13. Dave is the owner or co-owner of seven different successful companies. His expertise reaches a large and diverse audience. Dave, a veteran of the United States Navy where he served aboard a submarine as a naval officer, was a Navy liaison in South Korea and was an international arms dealer.  In today's episode, we chat about his career in the navy, how and why he created his businesses that help writers sell more books, his own writing career, how writers can maximize their sales utilizing his mostly free writing software, and his brand-new writing software, Atticus. In today's episode you will learn:·      How Dave became an entrepreneur!·      How he sustains seven successful businesses and balances work and family life.·      How Dave's Kindlepreneur, Publisher Rocket, and now Atticus help authors maximize profits and organize their writing.·      How to utilize Publisher Rocket to boost the effectiveness of your keywords in your book description, book title, and subtitle, and the seven lines Amazon gives you for your keywords when publishing your book.·      The importance of keywords and how to use them in advertising and how Publisher Rocket can save you valuable time researching them.·      The new and amazing writing software Atticus, and how it will revolutionize the writing industry.  All of this and more on today's episode of the Cops and Writers podcast.Check out Dave at  Kindlepreneur and get lots of free writing tools and informative videos.Watch Dave explain Atticus in this video!Unlock keywords with Dave's Publisher Rocket!Learn about firearms and write better scenes involving guns at Dave's Gun University.Enjoy the Cops and Writers book series.Please visit the Cops and Writers website.If you have a question for the sarge, hit him up at his email.Come join the fun at the Cops and Writers Facebook groupSupport the show (https://patreon.com/copsandwriters)

Our guest for today’s show is Dave Chesson. Since many of you are writers, you know Dave from his excellent company, Kindlepreneur, which helps out authors with many free videos and services, and his Publisher Rocket software. There is much more to Dave than meets the eye. He owns multiple companies and is truly a serial entrepreneur. Dave is also a veteran of the United States Navy where he served aboard a submarine, was a Navy liaison in South Korea, and was an international arms dealer. We talk about everything from his time in the Navy as an officer, especially life aboard a submarine in graphic detail, his daily writing habit, to his latest software venture, Atticus. Dave describes Atticus as, “It’s like Scrivener got together with Google Docs and Vellum and had a baby.” I think this new software is going to be a game-changer for many writers. We also talk about writing realistic scenes involving firearms in your book, even if you never have fired a gun.Check out Dave at  Kindlepreneur and get lots of free writing tools and informative videos. Read a recent article with Dave where he explains his newest writing tool, Atticus. Unlock keywords with Dave's Publisher Rocket!Learn about firearms and write better scenes involving guns at Dave's Gun University.Enjoy the Cops and Writers book series.Please visit the Cops and Writers website.If you have a question for the sarge, hit him up at his email.Come join the fun at the Cops and Writers Facebook groupSupport the show (https://patreon.com/copsandwriters)

In the first episode of Season 2 of The Idealcast, Gene Kim speaks with Admiral John Richardson, who served as Chief of Naval Operations for four years, the top officer in the Navy. Before that, Admiral Richardson served as director of the US Naval Reactors, which is comprehensively responsible for the safe and reliable operation of the US Navy’s Nuclear Propulsion program.   In part one of this two-part conversation, Kim and Admiral Richardson explore how the Department of Defense and the armed services can lead the way to respond effectively to the digital disruption agenda. Admiral Richardson discusses how he operationalized creating a high velocity learning dynamic across the entire US Navy. He also presents his theories on how we need to balance compliance and creativity. And finally, he presents some amazing examples of how to strip away the barnacles from processes, those layers of controls and supervision that may have crept in over the decades.   Also joining the conversation is Dr. Steve Spear, who has written extensively about the US Naval Nuclear Propulsion Program program in his book The High-Velocity Edge.   ABOUT THE GUESTS   Admiral John Richardson served as the Chief of Naval Operations for four years, which is the professional head of the US Navy. While in the Navy, Richardson served in the submarine force and commanded the attack submarine USS Honolulu in Pearl Harbor, Hawaii, for which he was awarded the Vice Admiral James Bond Stockdale Inspirational Leadership Award. He also served as the Director of Naval Reactors, responsible for the design, safety, certification, operating standards, material control, maintenance, disposal, and regulatory oversight of over 100 nuclear power plants operating on nuclear-powered warships deployed around the world.   Since his retirement in August 2019, he has joined the boards of several major corporations and other organizations, including Boeing, the world's largest aerospace company, and Exelon, a Fortune 100 company that operates the largest fleet of nuclear plants in America and delivers power to over 10 million customers.    Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High-Velocity Edge, and patent holder for the See to Solve Real Time Alert System. A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Dr. Spear’s work focuses on accelerating learning dynamics within organizations so that they know better and faster what to do and how to do it. This has been informed and tested in practice in multiple industries including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, US Army rapid equipping, and US Navy readiness.   Visit Steve Spear's Website   YOU’LL LEARN ABOUT Why high-velocity learning was so important to Admiral Richardson when he was the Chief of Naval Operations. How Admiral Richardson operationalized creating a high velocity learning dynamic across the entire US Navy. His views on the need to balance compliance and creativity. Specific advice on what leaders must do when the balance tilts too much toward compliance and has taken away people’s ability to unleash their full creative potential. Examples of how to strip away the barnacles from processes. Why radical delegations are so important. How Admiral Richardson came to believe that creating leadership communities and connections are essential. Where software competencies must show up in modern organizations.   RESOURCES Dr. Steve Spear’s episodes on The Idealcast Part 1, summit presentations, and Part 2. The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Steven J. Spear. The Boeing Company Exelon BWX Technologies, Inc. Marine Corps Doctrinal Publication 7 Tao Te Ching - Chapter 17 Marine Corps Doctrinal Publication 1 A Design for Maintaining Maritime Superiority v. 1 A Design for Maintaining Maritime Superiority v. 2 The Air Force's Digital Journey in 12 Parsecs or Less at DevOps Enterprise Summit Las Vegas 2020 Failure Is Not an Option by Gene Kranz Admiral Hyman G. Rickover and Naval Nuclear Propulsion Program The Checklist Manifesto by Atul Gawande Fingerspitzengefühl The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim 2021 DevOps Enterprise Summit Virtual - Europe The Shift: Creating a Culture of High Performance by Dr. Andre Martin The Key to High Performance: What the Data Says by Dr. Nicole Forsgren Dr. Andre Martin’s DevOps Enterprise Summit presentation: “The Shift: Creating a Culture of High Performance” by Dr. Andre Martin, VP People Development, Google Adrian Cockcroft on the Future of the Cloud Patton George S. Patton slapping incidents The Generals: American Military Command from World War II to Today by Thomas E. Ricks Team of Teams: New Rules of Engagement for a Complex World by General Stanley A. McChrystal, Chris Fussell, David Silverman and Tantum Collins Navy Leader Development Framework Tombstone   TIMESTAMPS   [00:00] Intro [01:54] Meet Admiral John Richardson [04:00] Responding effectively to the digital disruption agenda [07:05] Admiral Richardson in his own words and his Act 2 [08:27] Meet Steve Spear [09:29] How Steve’s work caught Admiral Richardson’s attention [11:46] Admiral Richardson’s efforts to create a learning dynamic [19:18] A Design for Maintaining Maritime Superiority [27:01] What he does with leader who’s afraid of the concept [28:48] Contrasts between learning culture and compliance culture [37:37] Fingerspitzengefühl [41:03] Steve’s thoughts on compliance vs creativity [43:47] Leadership development and compliance control [48:38] Addressing near misses [56:29] DevOps Enterprise Summit 2021 in Europe [57:52] Scar tissue processes [1:01:22] Finding a balance with leaders [1:09:43] The story behind general Eisenhower and General Patton [1:14:02] The three layers of creativity [1:27:23] How technology changed a sense of community [1:33:30] Admiral Richardson’s working relationships in the Navy [1:42:19] Where the software capabilities need to show up [1:48:02] Navy Leader Development Framework Version 3.0 [1:51:22] Outro

Sadly, the design of the new implement was not the one from Revenge of the Nerds.

dgutspodcast.com https://soundcloud.com/usailorwillis/ Facebook: Don't Give Up The Ship Podcast Instagram: @dgutspodcast Email: dontgiveuptheshippodcast@gmail.com Store: dgutspodcast.com/shop Reddit: r/dgutspodcast u/dgutspodcast Weekly podcast for the professional and leadership development of junior enlisted Sailors and military members. Teaching To The Creed Module 3.1 – Teamwork and Loyalty Discussion of the “Teamwork and Loyalty” utilizing the Teaching To The Creed curriculum with Wayne from the Reactor is Critical from episode 63. Teaching To The Creed: https://www.navy.mil/Leadership/Master-Chief-Petty-Officer-of-the-Navy/MCPON-Department-Exclusives/ Episode 63 (Rickover 2020): https://podcasts.apple.com/us/podcast/episode-63-rickover-2020-the-reactor-is-critical/id1097336671?i=1000492882839 A Tradition of Change: https://www.dgutspodcast.com/s/CPO_365_History.pdf CPO Mission, Vision, and Guiding Principles: https://www.dgutspodcast.com/s/cpo-mvgp-11-1-728.jpg “Good” (Video) by Jocko Willink: https://youtu.be/IdTMDpizis8 “Damn Exec!” (Article): https://www.dgutspodcast.com/s/damnexec.pdf Navy Leader Development Framework 3.0: https://media.defense.gov/2020/May/18/2002302036/-1/-1/1/NLDF3MAY19.PDF Laying the Keel: https://media.defense.gov/2020/May/18/2002301988/-1/-1/1/190701-LAYING_THE_KEEL.PDF The Reactor is Critical: https://www.thereactoriscritical.com/ Facebook: The Reactor is Critical IG: @thereactoriscritical Module 1.0 (Part 1 of 2) – Leadership & Tradition: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-10-leadership-and-tradition Module 1.0 (Part 2 of 2) – Advocacy & Trust: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-10-advocacy-and-trust Module 2.0 – Character & Competence: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-20-character-and-competence-1 Module 3.0 – Credibility of a Chief: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-30-credibility-of-a-chief Module 3.1 – Teamwork & Loyalty: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-31-teamwork-and-loyalty Module 4.0 – Humility: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-40-humility Module 4.1 – Interpersonal Relationships: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-41-interpersonal-relationships Module 5.0 – Ethical Decisions https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-50-ethical-decisions Module 5.1 – Influence & Honesty: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-51-influence-and-honesty Module 6.0 – Motivation & Engagement: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-60-motivation-and-engagement-1 Module 6.1 – Acceptance: https://soundcloud.com/usailorwillis/teaching-to-the-creed-module-61-acceptance Spin the Yarn – A Short Talk With Chief Petty Officers: https://soundcloud.com/usailorwillis/spin-the-yarn-a-short-talk-with-chief-petty-officers Contact us! (dontgiveuptheshippodcast@gmail.com) DISCLAIMER: The views expressed by the speaker (DGUTS) and all guests are not those of the Department of Defense, United States Navy or any other government agency. They are strictly those of the speakers who do not speak for any other organization or entity.

dgutspodcast.com https://soundcloud.com/usailorwillis/ Facebook: Don't Give Up The Ship Podcast Instagram: @dgutspodcast Email: dontgiveuptheshippodcast@gmail.com Store: dgutspodcast.com/shop Reddit: r/dgutspodcast u/dgutspodcast Weekly podcast for the professional and leadership development of junior enlisted Sailors and military members. Episode 63 – Rickover 2020 (The Reactor Is Critical) Discussion with the original founder of “The Reactor is Critical”, Wayne, on all things nuke and why they are who they are along with leadership advice on how a triad could do better. Contact us! (dontgiveuptheshippodcast@gmail.com) Websites: thereactoriscritical.com rickover2020.com Instagram: @thereactoriscritical Facebook: The Reactor is Critical Twitter: @criticalreactor Email: wayne@thereactoriscritical.com DISCLAIMER: The views expressed by the speaker (DGUTS) and all guests are not those of the Department of Defense, United States Navy or any other government agency. They are strictly those of the speakers who do not speak for any other organization or entity.

A panel of distinguished U.S. Navy veterans will discuss the legacy of Admiral Rickover, considered by many as the father of the U.S. nuclear Navy. Presented in partnership with the Chicago Navy Memorial Foundation

A panel of distinguished U.S. Navy veterans will discuss the legacy of Admiral Rickover, considered by many as the father of the U.S. nuclear Navy. Presented in partnership with the Chicago Navy Memorial Foundation

www.usna.edu/museumwww.facebook.com/usnamuseumTwitter @usnamuseum Books mentioned during this episode:"Theodore Roosevelt's Naval Diplomacy," by Henry J. Hendrix"Military Innovations in the Interwar Years," by Williamson Murray and Allan Millet

Museum web site: https://www.usna.edu/Museum/Museum Facebook page: https://www.facebook.com/usnamuseumTwitter: @USNAMuseum

In this episode, we discuss:

Admiral Hyman Rickover, the father of the nuclear navy in the United States and an unsung hero in the history of the world, was once asked by a Congressman if he was prepared for the upcoming hearing in which Hyman needed to speak about a number of complex, important issues. "Yes," Rickover replied, "I shaved and put on a clean shirt." Rickover didn’t need to prepare because he was prepared. He wasn’t some figurehead who had to be briefed before answering questions. He knew his science and his department inside out. Because he lived and breathed his work—famously interviewing something like 14,000 college grads himself for various positions over the years. He also personally tested every nuclear submarine during its initial sea trial after construction. His joke about preparing by getting dressed calls to mind an analogy by Marcus Aurelius, who said that a true philosopher is a fighter not a fencer. A fencer has to put on armor and pick up a weapon. A fighter just has to close their fist. That should be our model too. We shouldn’t be cramming the night before a test, or frantically looking for advice once a crisis has arrived. We need to be prepared. We need to be so on top of our work—and the knowledge required—that everything we need is right there, already in our hands and in our heads. If you’re rushing, you’re already too late. If you’re looking for your weapons, you’re already beaten. You gotta know your stuff inside and out. You have to live it and breathe it. You gotta be ready.

3min - WE like to treat ALL our guests "special" 4min - OBS (Open Broadcasting Software), You-Tube 5min - Tom's "HOT" mic feature, "value added" content Tom's Multimedia (busy guy) miamitom@gmail.com http://everthink.tv https://www.youtube.com/channel/UCzvzRGa4nllljimp3mOobkA EX. https://www.youtube.com/user/DarcizzleOffshore 6min - WHO is Tom Schaefer? de-industrialization, off-shoring, content providers, VLOGS, "Cooking Fish with Tom." 14min - Weather warfare? "man-made" chemtrails in Mexico, and beyond. TESLA, HAARP, gen-engineering 18min - Cognitive dissonance, FLAT EARTH, Tom's PIRATE story, life on a nuclear submarine 20min - FAKE NEWS, SPIN, technoKracy 23min - Time Crystals, brushed aside & forgotten, IDIOCRACY, Pokemon Go! vs. AWAKENING 25min - Joe333 & Pizzagate, via Alex Jones / Joe Rogan Televalium, MINDS.com https://www.minds.com/groups/profile/465636439254638606/televalium 27min - Fakebook as part of the KRAKEN 30min - Alcohol, & show quality update from 2 Pirate Joes, #FSD - Full Spectrum Dominance, SS-637, infamous "Thresher" sinking? 34min - Admiral Rickover 38min - Broken Arrow https://www.duckduckgo.com/?q=us+bomber+crashes+british+columbia+arrow+broken 41min - Tom on Coast 2 Coast AM? 42min - FPOTC - freeples, #5013C http://freepeopleofthecosmos.org/ Let's DEFINE "religion" 45min - Radionomy, SHOUTCAST, Royalty free music, licensing fees etc. 52min - Spoof religion? 55min - No HATERS welcome, "Lord" John Oliver to the rescue 1hr3min - Life along Florida's treasure coast 1hr5min - Cults, the Door, the Potter's House. L. Ron Hubbard 1hr8min - Star Trek, TOS legacy 1hr14min - The Invaders, Fred Crisman (Kenn Thomas), Route 66 https://www.podomatic.com/podcasts/space-pirate-radio/episodes/2016-06-26T04_30_17-07_00 1hr20min - Kungfu, torrents & file sharing 1hr25min - Billy Jack, B movies, Patrick Dalzeljob, the original James Bond https://en.wikipedia.org/wiki/Patrick_Dalzel-Job 1hr30min - Ian Flemming, "First thought BEST thought.", Neil Young (Tears are Not Enough), "Hey, that's my STYLE man." The Hawaiian Church of Elvis, FPOTC "Freeples" 1hr35min - "Honest" Pirate Larry, crypto-currency developments, more upcoming guests & a MILESTONE: Episode #50 !!!!

Metallurgical engineer Paul Cantonwine shares insights into the life and career of Admiral H. G. Rickover in this biographical episode of The Engineering Commons podcast. Adam has no interest in being associated with solar FREAKIN' roadways. (While a cool concept, not everyone believes solar roadways are feasible.) Our guest for this episode is materials engineer … Continue reading Episode 102 — Admiral Rickover →

In today’s episode, author Dr. Paul Cantonwine talks about The Never-Ending Challenge of Engineering: Admiral H.G. Rickover in His Own Words, which is a practical and philosophical look at the principles used by engineers and leaders from the perspective of Admiral Hyman George Rickover – one of America’s greatest engineers. Why Admiral H.G. Rickover is […] The post TECC 92: The Never-Ending Challenge of Engineering: Admiral H.G. Rickover in His Own Words appeared first on Engineering Management Institute.

A panel of distinguished U.S. Navy veterans will discuss the legacy of Admiral Rickover, considered by many as the father of the U.S. nuclear Navy. Presented in partnership with the Chicago Navy Memorial Foundation A poor Jewish kid from Chicago’s…