Leadership Style

⚡️ What's My Leadership Style? 🤔

That's a question I hear a lot. My answer isn't a simple one-liner, and that's by design. I've always resisted the idea that something as complex as leadership can be boiled down to a catchy slogan. After three decades of leading teams, I've learned that leadership is deeply personal, highly situational, and something you can always strengthen with additional learning and growth.

There's no such thing as an "ideal leader"—I've seen great leaders with all sorts of different styles. What works depends entirely on the people, the culture, and the organization's needs at a specific moment in time. While I've learned a lot from formal leadership courses and mentors, my biggest lessons have come from my colleagues and the teams I've been privileged to lead. The "scars" from mistakes have taught me just as much as the successes.

With those important caveats, I can share a few principles that have consistently worked for me.

🎯 Find and Know Your Purpose and Strengths

A few years ago, an executive leadership course challenged me to write a personal purpose statement. I found it to be a powerful exercise. The result was a statement that blends my passions and strengths, and I still carry it on a worn-out card:

"To enable the next generation to accomplish greatness in service to the nation and humanity."

I chose every word very carefully.

• "Service to the nation and humanity" reflects my time at NASA. Federal service, to me, is about making long-term investments that improve society. Things like space exploration and scientific research have a direct impact on economic growth, geopolitics, and human life. These are big, lofty goals!

• "Enable the next generation" acknowledges that many of these missions have incredibly long timelines. We're laying the groundwork for things that may not be fully realized in my lifetime—like human settlements on the Moon or a commercial microgravity industry. My role is to build a strong foundation for future generations to build upon.

• "Greatness" is about envisioning a vibrant future and helping public, private, and non-profit sectors work together to tackle society's biggest challenges.

Beyond purpose, I've invested a lot of time in understanding my strengths. People who've worked with me would likely point to my strategic thinking, analytical skills, and innovation. I've also worked hard to develop empathy, communication, and political savvy, which are essential for any leader.

🤝 Culture, Relationships, and Trust Are Everything

It might sound cliché, but organizations are made up of people. It's a critical grounding principle that reminds me that an organization isn't a monolithic entity you can steer at will. It’s a diverse collection of individuals with unique talents, backgrounds, and experiences. Organizational culture, built over time through shared experiences, is a powerful force.

I learned this firsthand when I pivoted from working on hypersonic technologies to helping get the Space Shuttle back into flight after the Columbia accident. I had no prior experience in human spaceflight, and the cultural divide between the research centers and the human spaceflight teams was immense. We viewed the problems differently and were initially stymied. It was no surprise when the Columbia Accident Investigation Board cited organizational culture as a key factor in the disaster.

Taking the time to build relationships, observe the culture, and listen to people is crucial. Trust is the foundation of any high-performing team, and you can only build it through genuine personal interactions.

🚀 The Power of a Shared Vision

Whether you're uniting people toward a single goal or catalyzing change, a shared vision and strategic purpose are non-negotiable. Mission, vision, and values aren't just slogans for a website; their real value lies in the process of creating them. The conversations and debates you have to get there are what create buy-in and deeper understanding.

When I became the Director of Engineering at NASA Langley, I wanted to re-focus the organization on innovation, agility, and efficient operations. We had a series of robust discussions that resulted in a new mission and strategy. This process gave us a clear direction and helped me identify change agents and potential resistance. A leader's job is to engage with the team, articulate a "call to action," and give them a chance to shape the direction.

Once you have that shared vision, you can align everything—from roles and responsibilities to investments and initiatives. Consistency is vital. If your actions don't align with the vision, you'll quickly lose trust and momentum.

📈 Set Expectations, Match Strengths, and Hold People Accountable

With a shared vision and plan, your role is to guide the team and challenge others to lead. It’s crucial to align people's roles with their individual strengths and passions. Forcing someone into a role they're not suited for is self-defeating. When you match the right person with the right role, you empower them to succeed and grow.

My job is to serve as an advocate, remove obstacles, and ensure everyone has the resources and guidance they need. That includes clear, specific, and measurable performance expectations tied to the overall vision and dealing with both poor performers and resistors. It's a disservice to the rest of the team if a leader fails to address poor performance or negative conduct. I will always hold myself accountable for making sure we have clarity and that I have set people up for success.

🧭 Stay Flexible and Make Timely Decisions

Plans are great, but circumstances will always change. A rigid approach is a recipe for failure. Nothing proved this more than the start of the COVID-19 pandemic. My team, focused on external partnerships, had to fundamentally alter its core purpose overnight. My focus immediately shifted to prioritizing the team's health and well-being before re-defining and finding ways to fulfill the organization’s core purpose.

Crises demand a shift in decision-making. As an analytical person, I like to gather all the facts. However, decision velocity is sometimes more important than waiting for perfect information. Nothing stalls an organization like a leader who can't make a decision. At NASA, we joked that a "decision is the start of the debate." While I value different perspectives, I also let people know they get one chance to argue a decision with me if they feel it was made in the absence of critical information.

Finally, remember that everything is temporary. People have lives outside of work, with health, family, and personal needs that can change over time. It's essential to create an environment where everyone feels respected, valued, and included.

My final principle is simple: Leave it better than you found it!