Categories
Living New York City Serendipity

The Grammar of Looking Up

The apartment was across from Penn Station, which meant that for one stretch of months in the mid-1970s, the architecture of my days was decided by trains I never took. I walked east instead, every morning, toward the United Nations, where a man named Frank Smith ran a personal development course that IBM SRI had decided its young people should sit through. I don’t remember most of what Frank said in that room. I remember one thing he said about the street outside it.

He told us we should start looking up. Literally — on our walks back and forth across midtown, Penn Station to the East Side and back, twice a day, rain or not. Not all the way, usually. Mostly it was a floor or three: the window line just above the awnings, the cornice on a building you’d never once registered had a second story, let alone a sixth. The full climb to the rooflines — gargoyles, setbacks, terra cotta lions — was the occasional reward. Almost no one looks up in New York, he said, not even a little. The city trains you out of it. Too much at eye level demands your attention — the cabs, the steam, the man asking for change, the woman walking too slowly in front of you — so everything above your own eyeline disappears by consensus, not just the tops. Habits can be replaced. Look up enough times, even just a floor or three, and you’ll see a different city than the one everyone else is seeing.

I tried it. Walking up past the Pierpont Morgan stretch, or wherever the route took me, chin lifted some small number of degrees, feeling slightly foolish. Most days that was the whole of it — a window line, a row of air conditioners, a sign painted directly onto brick decades before anyone called that vintage. Every so often the chin would tip back further, and there’d be something up there worth the extra degrees. A gargoyle with its mouth open mid-roar, forty years before air conditioning made gargoyles decorative rather than necessary. But that was the rare find. The habit was the floor or three. Nobody else on the sidewalk was seeing any of it, because nobody else on the sidewalk was looking at all.

The chin came back down on its own a couple of times a week, somewhere around a street corner with a slice joint on it, because New York seems to put one on every corner whether you need it or not. You smelled it before you saw it — that specific combination of tomato, oregano, and hot grease that has no name I’ve ever found. Looking up was Frank’s discipline.

The pizza smell required none. It just reached out and took your head by the chin and turned it level again, toward the window with the steam on the glass and the guy folding a slice in half before he handed it over.

It is a small thing Frank Smith said in a room near the UN fifty years ago, and I have carried it around since the way you carry around a key to a house you no longer own. I don’t know what happened to the course, or to IBM SRI’s faith in such courses, or to Frank himself. I know what happened to the habit. It outlived the year, outlived the apartment across from Penn Station, outlived several cities I’ve lived in since that didn’t have the same vertical drama to reward the looking. I still do it. I did it last week on a walk that had nothing to do with midtown at all, tilting my head back on a street in California to find whatever was up there worth finding, and catching myself mid-gesture, thinking: that’s Frank’s, that one, still running fifty years later on the program he installed.

Most of what we’re taught to notice, we’re taught by people who wanted something from us — a sale, a vote, a grade. Frank wanted nothing, as far as I could tell, except that we see more of the city than we’d been seeing. It’s such a small ambition for a teacher to have. Look up. That’s the whole curriculum. And it’s the only thing from that course, the only thing from that whole strange year of being instructed in personal development by a man whose face I can no longer quite reconstruct, that I still do, unbidden, on every street I’ve walked since.

Categories
Leadership Uncategorized

The Sawed-Off Chair: Hyman Rickover’s Brutal Lesson in Accountability

It sounds like a legend, but it’s true.

If you wanted to command a nuclear submarine in the Cold War U.S. Navy, you first had to survive a personal interview with Admiral Hyman G. Rickover—the uncompromising “Father of the Nuclear Navy.”

In his office sat a notorious wooden chair. The front legs had been deliberately sawed short—several inches in some accounts—causing anyone who sat in it to slide inexorably forward. The seat was often polished slick as glass. While candidates fought to stay upright, Rickover unleashed a barrage of rapid-fire questions on engineering, history, philosophy, and their deepest personal failures. A weak or evasive answer might earn you banishment to a broom closet for hours “to think about it.” Other times, he’d deliberately provoke you just to see how you’d react under pressure.

Why would the man responsible for the most advanced, unforgiving technology of the era—nuclear reactors that could never be allowed to fail—rely on such seemingly petty tactics?

Because Rickover understood a hard truth: technology doesn’t prevent disasters. People do.

A nuclear reactor doesn’t care about your rank, your procedures, or your consensus. It obeys physics.

In an environment where a single mistake could mean catastrophe, Rickover demanded officers who took absolute, personal ownership of every outcome.

He put it best himself:

“Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it… If responsibility is rightfully yours, no evasion, no ignorance, no passing the blame can shift the burden to someone else. Unless you can point your finger at the man who is responsible when something goes wrong, then you have never had anyone really responsible.”

That philosophy is why the sawed-off chair existed. It wasn’t hazing. It was a deliberate test: When your environment is uncomfortable, unfair, and literally working against you, do you complain? Do you slide off and give up? Or do you dig in, brace yourself, and maintain control while thinking clearly under stress?

Rickover wasn’t building bureaucrats. He was building leaders who could be trusted with the most dangerous machines ever created—men who wouldn’t hide behind systems, committees, or “shared accountability” when things went wrong.

Today, in our matrixed organizations, endless committees, and culture of diffused blame, this feels almost radical. We’ve grown comfortable with collective responsibility that conveniently means no one is truly responsible. Rickover called this kind of bureaucratic diffusion “systematic strangulation.”

We may not run nuclear reactors, but the principle applies everywhere that matters: in engineering, in business, in life.

True leadership isn’t about comfort or consensus. It’s about character forged in discomfort. It’s the lonely recognition that the buck doesn’t just stop with you—it starts with you, lives with you, and cannot be outsourced.

Categories
Books Productivity

Slow News

Over the weekend, I started reading Cal Newport’s latest book, Slow Productivity, and was very pleasantly surprised.

As someone who’s grown jaded from reading too many formulaic productivity books, I expected more of the same. Instead, I found a refreshing departure from the norm.

Given my bias, I initially skipped ahead to the third major topic, “Obsess Over Quality.” But Newport’s engaging storytelling drew me in, and I was hooked. He uses the singer-songwriter Jewel’s story to illustrate the importance of prioritizing quality over quick returns. Jewel’s motto, “hardwood grows slowly,” resonated deeply with me, and I found myself invested in learning more about her journey.

Newport’s storytelling is excellent, and I enjoyed Jewel’s story so much that I went back to the beginning of the book and started reading again from the start. What a delightful experience! Instead of a formulaic productivity book, Newport uses storytelling to great effect, developing and explaining his key points in a compelling and relatable way.

Highly recommended!

Note: also check out this edition of Mike Schmitz’s Bookworm podcast for a review of Slow Productivity where he rates it 5.0 out of 5.0.