From the International Space Station to Your Kitchen Table: What Change Leaders Can learn from NASA’s Expeditionary Behaviors

Despite many common misperceptions that Twitter is only for political junkies and millennials, it is my favorite source for news and learning

Several weeks ago, as the country was in the beginning stages of the COVID-19 pandemic, I came across a twitter thread from NASA astronaut Anne McClain,  who has lived on the international space station, a confined space, for almost seven months, with limited face to face social interaction—the perfect case study for our current WFH pandemic situation. 

Uniquely qualified on this topic, NASA has compiled 5 “Expeditionary Behaviors” (EB) that are important for functioning successfully in a  limited social setting like space and our current COVID-19 environment.  (You can see the full article at https://www.nasa.gov/feature/an-astronaut-s-tips-for-living-in-space-or-anywhere )

I am struck by how applicable these Expeditionary Behaviors are to how we work whether we’re in a pandemic or not. Let’s take a look at NASA’s advice and see how we can apply them in our work to be better leaders and support our teams as we navigate this new world from our kitchen tables.

1.    COMMUNICATION
Definition: Communication means to talk so you are clearly understood. To listen, and question to understand. Actively listen, pick up on non-verbal cues. Identify, discuss, then work to resolve conflict.

To practice good Communication EB lead from the head and heart to help others navigate the change:

• Overshare information and workflow if you are beginning a discussion or project during this time-provide context about the “why” and empower yourself and your team to make intelligent choices with this information.

• Turn on your camera—55% of what we say is communicated through the face. Seeing each other helps us connect, better understand, and remain empathetic and human during challenging times.

2.    LEADERSHIP/FOLLOWERSHIP
Definition: How well a team adapts to changing situations. A leader enhances the group's ability to execute its purpose through positive influence. A follower (aka a subordinate leader) actively contributes to the leader’s direction. Establish an environment of trust.

To practice good Leadership/Followership EB leads from the head and hands to demonstrate the “why’s” and “how’s” of changing work environment:

• Make your work visible—I’m a devotee of Working Out Loud and this is the perfect time to put it into practice.  Making work visible will show how you are allocating your time and help others understand your “why”. Use technology to make this more efficient—use online storage options or communication apps like Microsoft Teams, Jabber, or Slack.

• Be positive and agile: Remote working is not as fluid as working in person. Be open to change and flexible with moving schedules, Make sure you request the resources and tools you need so that you can know the “how” to work successfully.

3.    SELF-CARE
Definition: Self-Care means keeping track of how healthy you are on psychological and physical levels. It includes hygiene, managing your time and your stuff, getting sleep, and maintaining your mood. Through self-care, you demonstrate your ability to be proactive to stay healthy.

To practice technology good Self-Care EB lead from the heart by creating a positive emotional connection with the change:

• Keep your same work routine—this is on every list because it really does make a difference.  Get dressed for work—even if it’s putting on clean sweatpants, set aside time for lunch (maybe eat virtually with your typical lunch mates), find time to move or workout, and take breaks and set work boundaries—it’s really easy to lose track of time and get lost in the work.

• Make the most of your new home office—if you are like me your home office is now the kitchen table (and sometimes my yoga mat) but even that can be made comfortable with a few additions—add a plant, move closer to a window, order some new office supplies (as a former teacher new office supplies bring me immense joy and this was the first thing I did when we went remote).

4.    TEAM CARE
Definition: Team Care is how healthy the group is on psychological, physical and logistical levels. Recognize that this can be influenced by stress, fatigue, sickness, supplies, resources, workload, etc. Nurture optimal team performance despite challenges.

To practice good Team Care EB lead from the heart and head to support each other in this time of rapid change:

• Practice Patience—be mindful that how you are reacting to this new way of working is your experience and may not be shared with the team. Allocate time in each meeting to offer encouragement and coaching to others who may not be having the same reaction or struggling with the change.

• Encourage laughter—when you laugh it triggers the release of endorphins into your brain—reliving stress and making you feel good. Do not shy away from finding humor in the day and sharing it.  Even the simple physical act of smiling releases tension around the neck and shoulders.    

5.    GROUP LIVING
Definition: Group Living skills are how people cooperate and become a team to achieve a goal. Identify and manage different opinions, cultures, perceptions, skills and personalities. Demonstrate resilience in the face of difficulty.

To practice good Group Living EB lead from the heart, head and hands to harness the power of the team to guide and support each other through change:

• Time is valuable—when we are working from home we have other demands on our time—children, partners, furry house dwellers—there are different expectations of how our time is allocated from our normal workday. Everyone has a potential excuse to not do work when we are at home—be respectful of other’s time and effort—and remember we are all in this together. 

• Focus on the big picture—this will all change again eventually and the only way to get to the other side is by working as a team. Set a common vision and goals to keep the team on task. Make sure the goals are achievable and visible to all.

• Understand that each member is valuable. Build a plan and work to eliminate barriers that may be preventing the plan from being executed successfully. At the same time leave flexibility in the plan to provide a cushion for the inevitable ebb and flow of changes that are happening around us.

While change and social distance are currently the only constants we can count on, let us all try to maintain the expeditionary behavioral mindset as we look forward to returning to work. 

Let’s borrow a page from the NASA playbook and use our heads, hearts and hands to push ourselves, our teams and our organizations forward.

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About the author: Sarah La Asmar has more than 17 years of expertise supporting Learning & Development, Organizational & Digital Transformations and Culture Shaping in both the public and private sectors.  After spending 13 years leading change in K-12 education as a curriculum designer, professional development leader, and teacher trainer, she moved into the private sector in 2018 as a Learning and Change Consultant with Change 4 Growth.  Since joining C4G, Sarah has been working in New York City helping to support a Fortune 500 apparel company with learning and change needs necessary for successful digital and cultural transformation. When she isn’t helping others navigate change, you can find her teaching (and taking) Pilates classes, lounging in the sun reading a book, or plotting her next post-COVID travel adventure.