Leadership that’s out of this world

In a shuttle orbiting the Earth, with a team of just seven people on board, it’s easy to assume there’s no need to practice HR. But that’s often because the hard work has already been done. As retired Colonel Rick Searfoss, commander of several missions with the US National Aeronautics and Space Administration (NASA) Space Shuttle programme tells HRM, the real HR development happens long before there is any lift-off.

He says teamwork is essential to the safe and successful operation of a shuttle in flight. For this to happen, the commander needs to adopt an inclusive approach. “My first shuttle commander cemented it with me: he asked ‘what do you think my job really is?’”

The answer, Searfoss says, is to “work the matrix”. This matrix is the complex collection of skills, needs and demands on board the shuttle, overlaid against what can be several mission objectives at a time. Essentially, the commander needs to find the optimum use of all resources, be they skills, communications or anything else.

It’s classic management by walking (or sometimes floating) around, but it wasn’t always the case within the NASA hierarchy. Searfoss says early missions involved two very separate crews: the orbital and payload teams. These made clear distinctions between those involved with transport and those involved with the relevant mission. Searfoss was one of the first shuttle commanders to bring the two groups together.

“It’s all about laying the groundwork of trust,” Searfoss says about any leadership situation. “That pays so many dividends.”

Eyes on the goal

Rick Searfoss was born in Michigan in 1956. And it wasn’t long after that his ambitions for air and space flight first materialised – that passion ruled much of his early life. He became an Eagle Scout as a teenager, before entering the US Air Force Academy in 1974. With a Bachelor of Science in Aeronautical Engineering, and later a Masters of Science degree, he went on to complete a number of leadership programmes within the US Air Force.

He completed his initial pilot’s training in 1979, and flew F-111F fighter aircraft from bases in England, Idaho and California for much of the next decade. In 1990, Searfoss was selected for NASA’s exclusive Astronaut Programme – the chance to take his pilot skills into a whole new realm.

His space flight career began in 1993, when he served as pilot on board the Space Shuttle Colombia. Its seven-person crew conducted life sciences experiments and research while completing 225 orbits of the Earth.

Searfoss’ second space mission connected the Space Shuttle Atlantis with the then relatively new Russian Space Station Mir. This was essentially a delivery mission, with two tonnes of water, food, and scientific equipment transferred onto the station. It also transported US astronaut Shannon Lucid who would go on to complete a six-month stay on Mir.

But it was Searfoss’ third and final space mission that gave him his most acute leadership experiences. As commander of the STS-90 Neurolab mission, Searfoss led a seven-person crew of both science and space flight experts for one of the longest research missions conducted in space. He says the cooperation between the two groups was a vital part of the operation’s success.

That started from the moment the mission was formalised. “As soon as I was appointed (commander), I connected with the science team,” he said. Rather than concentrating on the differences between the two crews, he instead looked to ways each group could help the other achieve their respective goals. “We’re here for you - everyone will work the science,” he said at the time.

STS-90 was the last and most complex of the NASA’s 25 Spacelab missions. The crew was in flight for 16 days, completing 256 orbits and a great deal of clinical research.

In all, Searfoss spent 39 days in space, as well 5800 hours in 71 different types of aircraft. He retired from both NASA and the US Air Force in 1998. He has since gone on to hold executive level positions within the private aerospace industry and has developed an inspiring speaking career based on the concept of “Right Stuff Leadership”.

Space lessons for HR

Searfoss has plenty of lessons to share with HR professionals in Asia. His presentation at this year’s HR Summit, entitled Right Stuff Leadership – Solutions for Execution Excellence from a Top Gun Command Astronaut, will offer participants a unique view into leadership when it really counts.

Searfoss says the take-away lessons can apply to any team situation. Importantly, leaders will learn what it really means to be in charge of managing and inspiring their staff. Just like leadership situations within NASA, HR needs to actively manage the interactions between staff of all levels and functions.

“You have to bring the organisational chart to life in your mind and ask what (you) can do to strengthen relationships,” Searfoss says. “HR is involved with this on a daily basis.”

Searfoss’ plenary presentation at this year’s HR Summit will take delegates on an inspiring journey of meaningful and effective leadership. They will hear how strong communication can help even the smallest of high-skilled teams to achieve their goals, and how true leadership often means providing the space and resources for others to achieve.

Don’t miss this once-in-a-lifetime opportunity to hear about leadership in the stars!