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Critical Leadership Behaviors |
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1. Communication
1.1 Congratulate/thank/acknowledge people who are displaying the behaviors that support our values as often as possible
(as opposed to just correcting those who are displaying the wrong behaviors.)
1.2 Speak positively about change efforts privately and publicly, and avoid inadvertent statements that undermine
the importance of the effort or the NASA values.
1.3 Find opportunities to consistently send the "safety is a cornerstone" message in internal communications messaging.
2 . Employee support
2.1 Show employees that management cares about them as individuals-for example, follow up on safety incidents,
attend funerals, & call or send personal notes to folks who are hurt, sick, getting married or having children, etc.
2.2 Actively show interest in the technical work of our people (e.g., by asking questions, expressing congratulations
and/or appreciation) and assure appropriate support to them.
2.3 Actively go out and engage your employees ("management by walking around"), and ask employees what support
means to them.
3. Management Credibility (trust)
3.1 Assure that the leaders we have in place are exhibiting behaviors that are consistent with our core values, and
take actions to address those who do not, up to and including removal/replacement. (This applies not only to
SES but to all levels, and to both HQ and centers)
3.2 Admit mistakes openly and in a way that shows interest in doing better, e.g. through taking ownership, correcting
the problem, not blaming others, and living with the consequences.
3.3 Make difficult choices consistent with our values and/or visibly support our reports who have done so, assuring
this is communicated if appropriate.
3.4 Place people who have the courage to speak up in the positions/forums where speaking up is important.
3.5 Consistently enforce standards, using the role of the Independent Technical Authority to assist in this.
4. Decision making
4.1 Confront questions and issues that are raised, by assuring understanding of the alternative view, considering
the issue appropriately, making a decision, and communicating the decision openly and clearly, explaining the
rationale behind the decision.
4.2 Actively pursue alternative views, including (where necessary) seeking them out by identifying a team and
providing resources and time to surface an alternative view for consideration.
4.3 Provide the tools both the have the difficult conversations and to draw out key issues/concerns which may be
going unsaid to both the workforce and the leadership team.
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