Kelly Johnson Quotes

Be quick, be quiet, and be on time.

Listen; you’ll never learn anything by talking. The mesure of an intelligent person is the ability to change his mind.

I pushed through the door into Kelly's. Inside they sat with their fat hands around their beers while the jukebox sang softly to itself. You'd think they'd found out how, by sitting still and holding their necks just so, to look down into lost worlds.

I wasn't vegetarian yet -- I was young and my conscience still under construction. (Kelly Johnson)

Clarence “Kelly” Johnson was an authentic American genius. He was the kind of enthusiastic visionary that bulled his way past vast odds to achieve great successes, in much the same way as Edison, Ford, and other immortal tinkerers of the past. When Kelly rolled up his sleeves, he became unstoppable, and the nay-sayers and doubters were simply ignored or bowled over. He declared his intention, then pushed through while his subordinates followed in his wake. He was so powerful that simply by going along on his plans and schemes, the rest of us helped to produce miracles too. Honest to God, there will never be another like him.

Kelly,” Hibbard explained, “you’ve got to learn to live in the world with all of these other people, and the sooner you learn that the better off you are going to be.

If you can’t do it with brainpower, you can’t do it with manpower—overtime,” is axiomatic with me.

I was fortunate to have begun my career in a company of gentlemen.

All of the engineers’ requirements are not always met by the pilots. Engineers don’t always act on the pilots’ complaints. The problem essentially is one of communication.

It became obvious that we would have to design better wings and tails, but that if we wanted higher performance we would have to get rid of the propeller.

I think an important reason for my being hired was that I had run the wind-tunnel tests on the company’s new plane.

If you can’t do it with brainpower, you can’t do it with manpower—overtime,” is axiomatic with

At that time, in order to get a degree in aeronautical engineering you had to study all the different fields of engineering—civil, chemical, electrical, mechanical—leading to the study of aeronautical engineering.

I credit Andrew Carnegie with being the most important influence on my early life through the library he had donated to Ishpeming—as he had in many other small towns whose natural resources had helped build his fortune.

And because I had the latest advanced mathematical training, I was given the job of analyzing the retractable landing gear for Jimmy Doolittle’s Lockheed Orion 9-D, a modification of the basic Orion. That was my first contact with any of the famous early aviators who would frequent the Lockheed plant. Others included Amelia Earhart, Wiley Post, Sir Charles Kingsford-Smith, and Roscoe Turner. Doolittle, of course, was an early record-setting pilot, both military and civilian, with a master’s degree and doctorate in science from M.I.T. Then he was flying for Shell Oil Company, landing in out-of-the-way fields, cow pastures, and other unprepared strips.

The Russians are graduating five times as many engineers each year as the United States. There is no unemployment of them. Here, unfortunately, there is little or no stability in our programs. It’s train, hire, and fire.

We couldn’t take a dog with us in the passenger car of the train, and we could not afford the cost of shipping by crate. My last view of Ishpeming is of Putsie running along beside and then behind the train, trying to keep up.

Not only a top-notch fighter, the P-38 became very versatile—as camera plane, bomber-fighter, strafer, rocket-carrier. It went through 18 different versions, the last carrying a bomb load greater than the early B-17 Flying Fortress.

That was the most excitement we encountered until we got to Lockheed in Burbank in the San Fernando Valley of California. The company had been purchased from receivers by a small group of aviation enthusiasts just that June for $40,000.

What will be the importance of aircraft in the year 2000? For defense? For commerce? It may seem traitorous from an aircraft designer, but I see a diminished role for the manned military aircraft and more reliance on remotely piloted vehicles and missiles.

The Skunk Works is a concentration of a few good people solving problems far in advance—and at a fraction of the cost—of other groups in the aircraft industry by applying the simplest, most straightforward methods possible to develop and produce new projects. All it is really is the application of

My work always has been exciting to me and still is. Very serious study, while demanding, always has been a joy. I literally love aerodynamics, mathematics, physics, machinery—all the tools of my trade. I consider myself very fortunate to have lived my professional life doing exactly what I always wanted to do.

When a man fought astride his horse bareback, with only knee pressure and a pull on the mane for control, any peasant could pull him off, stab him, or knock him out with a stone ax. But when the horseman developed a flight control system—a bridle, then saddle, and stirrups—war became darned dangerous for someone on foot.

A few proposals we explored, such as streamlining wheels, the drivers refused to accept. I was given a demonstration of the argument against that one day when we were at the track for tests. It was very exciting circling the track at speeds of 130 to 140 miles an hour; but if you had solid-disc streamlined wheels, the wind across the track would just pick up the car and set it down again about four feet off course.

Specifications for the new fighter had been very clear—two liquid-cooled engines and a speed of 367 miles per hour. We advised the Air Corps that our design would fly faster than 400 miles per hour, a speed unequaled then. Lockheed received a contract for such a plane in 1937, with construction of the first beginning in July 1938. First flight of the XP-38—X for experimental, P for pursuit—was scheduled for early 1939.

The technological battles of today will determine the outcome of any future world war. It will be won with new weapons—lasers and charged particle weapons for defense, “stealth” technology to make attacking aircraft invisible, and space satellites for navigation and missile firing. Computer capability may be the most important element of all to winning the conflict, being the controlling technology, insuring the accuracy of weapons firing.

The titanium “sponge” from which the sheet and bar were formed for the SR-71s came principally from Australia and Japan which have it in good supply. But the basic materials for the later Blackbirds came also from Russia, which had developed its titanium-producing facilities and decided to undercut the others in price. We discontinued those purchases, however, after an initial one because we did not want to help Russia develop this industry.

One day Professor Pawlowski taught me an important lesson in keeping an open mind. He took me down to a bank vault where he had some wax impressions of hands, “spirit” hands, he had from a seance. They were entwined in a manner that could not be explained. This eminent scientist was willing to consider their validity. He wanted me to learn to keep an open mind. “Don’t automatically write anything off,” he said. “Anything.” I’ve remembered that.

The aircraft’s engines in the original design had so much power that we could not swing a propeller of the proper diameter to take advantage of it. We really needed a 17-foot propeller, which would have chopped about a foot into the fuselage! Starting with a new design, we put the engine nacelles far enough out on the wing to provide for the proper-diameter propeller. Ten feet, six inches was the largest diameter we could handle with that configuration.

First, we need to remember that, according to Kelly McGonigal in The Upside of Stress, how we perceive stress is actually the largest determinant of how it affects us. In short: If you think life is challenging you to step up and give your best, you’ll use that energy to do your best and feel energized. If, on the other hand, you think life is threatening you and your well-being, that stress will erode your health and you’ll feel enervated. Part I check in… How are YOU perceiving the stressors in your life? As threats or as challenges? Choose wisely. Now for Part II. In addition to reframing your perspective on stress, here’s a somewhat paradoxical way to alleviate any potential chronic stress: increase your levels of acute, short-term stress. Two ways to do that: physical exercise and short-term projects. For a variety of reasons, engaging in an intense little workout is one of the best ways to mitigate any lingering, chronic stress you may be experiencing. And, remember: If you’re NOT exercising, you’re effectively taking a “Stress Pill” every morning. Not a good idea. Deliberately “stress” your body with a quick, acute bout of physical stress (a.k.a. a workout!) and voilà. You made a dent in your chronic stress. Do that habitually and you might just wipe it out. Then we have short-term projects as a means to mitigate chronic stress. Feeling stressed about something at work (or life)? Get busy on a short-term project with a well-defined, doable near-term goal. Create some opportunities for small wins. Celebrate them. Repeat.

In those early days, I was so devoted to my work and so eager to get on with it that I didn’t always consider others’ reactions. Hibbard had to take me out behind the barn, figuratively, for a talk several times. Once it was because I had not taken an extra flight mechanic along on an Electra test flight, and, instead, had moved the lead bars myself to shift weight in the airplane. They weighed only 55 pounds apiece, and I reloaded them with just one man, Dorsey Kammerer. He filed a complaint with the union. I had thought I was doing the right thing, saving time and money. But it had cut one man out of a job and his flight pay.

Everything about this project was dark alley, cloak and dagger. Even the way they financed the operation was highly unconventional: using secret contingency funds, they back-doored payment to Lockheed by writing personal checks to Kelly for more than a million bucks as start-up costs. The checks arrived by regular mail at his Encino home, which had to be the wildest government payout in history. Johnson could have absconded with the dough and taken off on a one-way ticket to Tahiti. He banked the funds through a phony company called “C & J Engineering,” the “C & J” standing for Clarence Johnson. Even our drawings bore the logo “C & J”—the word “Lockheed” never appeared. We used a mail drop out at Sunland, a remote locale in the San Fernando Valley, for suppliers to send us parts. The local postmaster got curious about all the crates and boxes piling up in his bins and looked up “C & J” in the phone book and, of course, found nothing. So he decided to have one of his inspectors follow our unmarked van as it traveled back to Burbank. Our security people nabbed him just outside the plant and had him signing national security secrecy forms until he pleaded writer’s cramp.

Ailes dispatched his personal lawyer, Peter Johnson, Jr., to the Breitbart Embassy in Washington, D.C., to deliver a personal message to Bannon to end the war on Kelly. Bannon loathed Johnson, whom he referred to privately as “that nebbishy, goofball lawyer on Fox & Friends”—Johnson had leveraged his proximity to Ailes to become a Fox News pundit. When he arrived at the Embassy, Johnson got straight to the point: if Bannon didn’t stop immediately, he would never again appear on Fox News. “You’ve got a very strong relationship with Roger,” Johnson warned. “You’ve gotta stop these attacks on Megyn. She’s the star. And if you don’t stop, there are going to be consequences.” Bannon was incensed at the threat. “She’s pure evil,” he told Johnson. “And she will turn on him one day. We’re going full-bore. We’re not going to stop. I’m gonna unchain the dogs.” The conversation was brief and unpleasant, and it ended with a cinematic flourish.

Shannon grasped that the administration’s blanket new approach threatened to stifle all the ongoing refugee and immigration programs at a stroke: “The administration announces that people coming from certain countries need to be vetted in a special way or need special visa processing, like Iran. Then you end up with a scientist from Cambridge University in the UK, who’s lived in Great Britain all his life but still has an Iranian passport, suddenly is stopped at Boston airport and told he can’t go to the conference at Harvard. And that person calls Cambridge and Cambridge calls Boris Johnson and Boris Johnson calls somebody, and so there was a whole effort that had to be made to kind of fix what was coming out of the White House. And at that time, in the very early days, General Kelly was at DHS. And I knew Kelly well, from his days first as Leon Panetta’s military aide, but then as US Southern Command combatant commander. And so Kelly and I would get on the phone and say, ‘Okay, how are we going to figure this out?’ So we would create these small working groups, and his staff and my staff would then try to fix what was being presented. So that was a kind of immediate and everyday example of how we tried to fix things.

Yet for these high, hard goals to really work their magic, Locke and Latham found that certain moderators—the word psychologists use to describe “if-then” conditions—need to be in place. One of the most important is commitment. “You have to believe in what you’re doing,” continues Latham. “Big goals work best when there’s an alignment between an individual’s values and the desired outcome of the goal. When everything lines up, we’re totally committed—meaning we’re paying even more attention, are even more resilient, and are way more productive as a result.” This is another key point. When Kelly Johnson created the original skunk works, the goal wasn’t to build a new plane in record time—that was just one of many things that happened on the way to the main big goal: saving the world from Nazi peril. This is the kind of big goal everyone can get behind. It’s why the engineers agreed to work horrific hours in a foul-smelling circus tent. And most importantly, because this alignment between core values and desired outcomes jacked up performance and productivity, it became one of the fundamental reasons that plane was delivered in record time. The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

to become stars. He’d played outfield with Lenny Dykstra and Darryl Strawberry. He’d subbed for Mark McGwire and Jose Canseco. He’d lockered beside Rickey Henderson. In his slivers of five years in the big leagues he played for four famous managers: Sparky Andersen, Tom Kelly, Davey Johnson, and Tony La Russa. But by the end of 1989 his career stat line (301 at bats, .219 batting average, .246 on-base percentage, .296 slugging percentage, and 11 walks against 80 strikeouts) told an eloquent tale of suffering. You didn’t need to know Billy Beane at all—you only needed to read his stats—to sense that he left every on-deck circle in trouble. That he had developed neither discipline nor composure. That he had never learned to lay off a bad pitch. That he was easily fooled. That, fooled so often, he came to expect that he would be fooled. That he hit with fear. That his fear masqueraded as aggression. That the aggression enabled him to exit the batter’s box as quickly as possible. One season in the big leagues he came to the plate seventy-nine times and failed

Be quick, be quiet, be on time.

Lerner held that Brigadoon was one of Minnelli’s least vivacious efforts, despite the potential offered by CinemaScope. Only the wedding scene and the chase that follows reveal Minnelli’s unique touch. Before shooting began, Freed rushed to inform Lerner that “Vincente is bubbling over with enthusiasm about Brigadoon.” But, evidently, his heart was not in this film. Early on, Minnelli made a mistake and confessed to Kelly that he really hadn’t liked the Broadway show. As a film, Brigadoon was curiously flat and rambling, lacking in warmth or charm, and the direction lacks Minnelli’s usual vitality and smooth flow. Admittedly, Lerner’s fairy-tale story was too much of a wistful fancy. Two American hunters go astray in the Scottish hills, landing in a remote village that seems to be lost in time. One of the fellows falls in love with a bonnie lass from the past, which naturally leads to some complications. Minnelli thought that it would be better to set the story in 1774, after the revolts against English rule had ended. For research about the look of the cottages, he consulted with the Scottish Tourist Board in Edinburgh. But the resulting set of the old highland village looks artificial, despite the décor, the Scottish costumes, the heather blossoms, and the scenic backdrops. Inexplicably, some of the good songs that made the stage show stand out, such as “Come to Me, Bend to Me,” “My Mother’s Wedding Day,” and “There But for You Go I,” were omitted from the film. Other songs, such as “The Heather on the Hill” and “Almost Like Being in Love,” had some charm, though not enough to sustain the musical as a whole. Moreover, the energy of the stage dances was lost in the transfer to the screen, which was odd, considering that Kelly and Charisse were the dancers. For some reason, their individual numbers were too mechanical. What should have been wistful and lyrical became an exercise in trickery and by-now-predictable style. With the exception of “The Chase,” wherein the wild Scots pursue a fugitive from their village, the ensemble dances were dull. Onstage, Agnes de Mille’s choreography gave the dance a special energetic touch, whereas Kelly’s choreography in the film was mediocre at best and uninspired at worst. It didn’t help that Kelly and Charisse made an odd, unappealing couple. While he looks thin and metallic, she seems too solemn and often just frozen. The rest of the cast was not much better. Van Johnson, as Kelly’s friend, pouts too much. As Scottish villagers, Barry Jones, Hugh Laing, and Jimmy Thompson act peculiarly, to say the least.

Contemplative prayer is not about having unusual or mystical experiences; rather, it centers in loving God and enjoying God’s presence. And it gets simpler, not more complex, as we go along, Thomas Kelly (a Quaker college professor and spiritual leader of post–World War I relief workers in Germany) wrote.[4] It is not an arduous task—as Madame Guyon puts it, “nothing more than turning our heart toward God and receiving in turn His love.”[5