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• Managers are paid to drive results with some support. They have experience in the function, can take responsibility, but are still learning the job and will have questions and need support.  They can execute the tactical plan for a project but typically can’t make it.
• Directors are paid to drive results with little or no supervision (“set and forget”). Directors know how to do the job.  They can make a project’s tactical plan in their sleep.  They can work across the organization to get it done.  I love strong directors.  They get shit done.
• VPs are paid to make the plan. Say you run marketing.  Your job is to understand the company’s business situation, make a plan to address it, build consensus to get approval of that plan, and then go execute it.

Admiral Hyman Rickover (1900-1986), the “Father of the Nuclear Navy,” was one of the most successful—and controversial- public managers of the 20th Century. His accomplishments are the stuff of legend. For example, in three short years, Rickover’s team designed and built the first nuclear submarine—the Nautilus—an amazing feat of engineering given that it involved the development of the first use of a controlled nuclear reactor. The Nautilus not only transformed submarine warfare, but also laid the groundwork for a whole fleet of nuclear aircraft carriers and cruisers (which was also built by Rickover and his team).

The text below is an excerpt from a speech Rickover delivered at Columbia University in 1982, in which he succinctly outlined his management philosophy. His determination, clarity of purpose, emphasis on developing his people, high standards, and willingness to give his people ownership of their work had to have been very inspiring. He had exceptionally high standards and was known to take some of these same strengths to extremes, however, which no doubt led to his reputation in some circles as being difficult to work for. On that cautionary note, GovLeaders.org is pleased to present Rickover’s own description of his management style.

leaders must look beyond the obvious qualities of vision, energy, authority and strategic direction to some surprising characteristics that truly inspirational leaders share.