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Six Rules for Surviving in a Government Organization


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Six Rules for Surviving in a Government Organization

An interview of Dr. Paul Hertz, a senior leader in the Science Mission Directorate

By: Anna Ladd McElhannon, Summer 2022 Intern, Office of the Chief Scientist

Dr. Paul Hertz is a leader of NASA and had served as the Astrophysics Division Director since 2012 until 2022. Throughout his career, he remained a well‐respected and admired leader who accomplished things that an undergraduate physics student like me could only dream of.  

We met for the first time on a summer day full of sudden, fierce storms. On the way to a quiet meeting place (a video conference meeting, of course), the previously blue sky started pouring rain. I was surprised my laptop still worked when I finally came indoors. Paul, though, was sitting in his home office with a grin on his face, perfectly content to ignore my soaking shirt and dripping hair.  

Considering what I had been told, his easygoing kindness and immediate friendliness was no surprise.  

We started by bonding over our shared love for all things astrophysics. His passion began during the Apollo missions.  

“I remember John Glenn’s flight, and I must have been in second grade. From that point on, I was following everything that happened.” He would watch all the astronauts on TV, and he kept a scrapbook of any newspaper clippings he could find on the space program. “I remember when Armstrong walked and, my parents used to let me stay home from school whenever the astronauts were walking on the Moon.”

His passion for space did not end there. With undergraduate degrees in math and physics from MIT, he proceeded to earn his Ph.D. in astronomy from Harvard. Like most students going into the sciences, he assumed he would become a professor at a university. He realized, though, that professorship wasn’t the life for him. “I made a choice early on when I had young kids and a family, that I was going to have balance, and I wasn’t going to be a world‐famous scientist.”  

As a NASA intern interviewing the Paul Hertz, one of my newfound idols, I found this comment amusing. But the sentiment still stood. “I made the choice not to be a professor but to stay as a government scientist.”

Somehow, though, he was able to become a famous scientist with a prestigious job and still feel satisfied with his personal life. Naturally, I asked him for advice on how to obtain this sort of balance without letting either side of one’s life fall onto the backburner.  

He jumped at the opportunity to teach me these life lessons with a list of six rules he titled: How to Survive in a Government Organization.

6. Train your successor

When he first told me this rule, I applied it to my life. At my university, there is a Society of Physics Students. Every few years or so, we have incredible leadership that wins awards and involves students all over campus. Then the next election rolls around, and all the hard work dissipates. Paul says, “There’s all your institutional knowledge walking out the door every year.”  

“Train your successor” immediately propelled me into planning mode: how can we incorporate a system at my school where the previous leaders sufficiently train their successors every year?

Paul was happy about this application, but it wasn’t what he originally intended by the rule.  

“What I was thinking is that when people who are highly successful at their job start talking about getting another job, their boss says, ‘Sorry, you can’t go. I need you too badly.’”

As someone who has never worked in a similar system, I was appalled. Fortunately, this has not yet happened to him.

“I have been very successful in every job. I’ve had people around me say, ‘What are we going to do without you?… Nobody can replace you.’ I hate hearing that nobody can replace you because it’s patently untrue.”

Sometimes it turns out that the answer to your research is uninteresting. You realize, oh my‐ there was no ‘there’ there.

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5. Delegate

“A lot of us competent people think that we can do it better than anybody else. And so we want to hold on to it and do it ourselves because we know it’ll be done best… I used to do everything myself, and I was bad at teaming. You’ll kill yourself that way.”

As the Director of Astrophysics at NASA, I assumed he would have to be the best of the best. Regardless, as he said before, there is always someone who could replace him. While this sounds a little sad, it can come as a relief to someone trying to find peace in their work life.

“People like that want to do the part of their job that they could easily hand off. They are overworked and overwhelmed because they want to do it all themselves. They think they can probably do it better— but that’s not the point.”

As Paul says, the point is to do your job efficiently and not perfectly.  

4.  Don’t Make Work

“A lot of times you get choices.” He began, “We could do it this way or that way, and this way is a lot more work.”  

Most bosses strive for perfection, but Paul understands how to balance perfection with importance. Asking, “How do I do it perfectly?” can cause problems and lead to employees feeling overworked.

[They say] ‘I’m just drowning.’  

[I say] ‘You only have three assignments. You’re making too much work, you’re not delegating, and it’s taking twice as long. Don’t do it this way.’

Paul believes that if you can make your project better by a small amount, but it takes twice the time, the extra mile just isn’t worth it.  “If it increased my chance of surviving surgery, then I would take that extra 10%.”  

If you’re level of perfection is plateauing over time, as it inevitably will, just accept it.

“If you insist on perfection… that’s making work.”

3. Don’t break it

“Don’t break it” was one of the first rules he came up with. It simply means “don’t make it worse.”

It goes hand in hand with “Don’t make work.” Sometimes people can be perfectionists to the point where it impacts their personal life, and sometimes it can impact their professional career as well. That is the secret to finding balance.

“People feel overwhelmed because they’re not practicing these rules… You keep them in mind and then you use them to help prioritize. You must have a feel for what’s the most important thing and then for what’s the most important thing to do very, very well.”

2. Don’t Take It Personally

“You should accept 90% of your projects are going to work.” He asserts, “You should not expect it to always go right. And you should keep it in context when failure happens.”  

That raises the question: what context?

It is difficult to imagine someone as successful as Paul to go through failure. But he has had his fair share of rough times in his own research. “Sometimes it turns out that the answer to your research is uninteresting. You realize, oh my ‐there was no ‘there’ there.”

Even when projects are cancelled, or someone else publishes their results before you can, your time isn’t waisted. There is a certain magic that comes with conducting scientific research, and it makes even failed projects worth the time and effort. “To me, the excitement is the hunt. It’s doing the research. It’s collecting the data and analyzing it. It’s looking for the signal that no one has ever seen before.”

…if something goes wrong, I’m going to hear about it. I want to hear about it from them—I want to hear their view on it and I want us to solve it together.

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1. Don’t Surprise the Boss

“Somebody probably told me this rule when I showed up at NASA. You can Google it and find out that it was a rule back in the Roman Empire—or something like that.”

When asked how long he has considered himself a leader, he began at high school. “Every club that I joined, I ended up being president… I ended up being added to the yearbook. When I went to college, I was president of clubs. When I was a researcher, I put together collaborations to do research… I wasn’t a supervisor or boss, but I was a leader; that’s been true at all stops along my career.”

As for the importance of the number one rule, Paul says it’s important to be transparent so that issues can be solved quickly and efficiently. “I don’t want my team to sugarcoat things. I want them to tell me. If something goes wrong, I’m going to hear about it from someone. But, I want to hear about it from them—I want to hear their view on it, and I want us to solve it together.”

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      The sixth adapter at Marshall is a development test article of the universal stage adapter, which will be the largest composite structure from human spaceflight missions ever flown at 27.5 feet in diameter and 32 feet long. It is currently undergoing modal and structural testing to ensure it is light, strong, and ready to connect SLS Block 1B’s exploration upper stage to Orion.
      “Every pound of structure is equal to a pound of payload,” says Tom Krivanek, universal stage adapter sub-element project manager at NASA’s Glenn Research Center in Cleveland. Glenn manages the adapter for the agency. “That’s why it’s so valuable that the universal stage adapter be as light as possible. The universal stage adapter separates after the translunar insertion, so NASA will need to demonstrate the ability to separate cleanly in orbit in very cold conditions.”
      The Future of Marshall Is Innovation
      With its multipurpose testing equipment, innovative manufacturing processes, and large-scale integration facilities, Marshall facilities and capabilities enable teams to process composite hardware elements for multiple Artemis missions in parallel, providing for cost and schedule savings.
      Lessons learned from testing and manufacturing hardware for the first three SLS flights in the Block 1 configuration have aided in designing and integrating the SLS Block 1B configuration.
      “NASA learns with every iteration we build. Even if you have a room full of smart people trying to foresee everything in the future, production is different from development. It’s why NASA builds test articles and doesn’t just start with the flight article as the first piece of hardware.”
      Brent Gaddes
      Lead for the Orion stage adapter in the Spacecraft/Payload Integration and Evolution Office
      Both adapters for the SLS Block 1 are manufactured using friction stir welding in Marshall’s Materials and Processes Laboratory, a process that very reliably produces materials that are typically free of flaws.  
      Pioneering techniques such as determinant assembly and digital tooling ensure an efficient and uniform manufacturing process and save NASA and its partners money and time when building Block 1B’s payload adapter. Structured light scanning maps each panel and ring individually to create a digital model informing technicians where holes should be drilled.
      “Once the holes are put in with a hand drill located by structured light, it’s simply a matter of holding the pieces together and dropping fasteners in place,” Gaddes said. “It’s kind of like an erector set.”
      From erector sets to the Moon and beyond – the principles of engineering are the same no matter what you are building.
      NASA is working to land the first woman, first person of color, and its first international partner astronaut on the Moon under Artemis. SLS is part of NASA’s backbone for deep space exploration, along with the Orion spacecraft, supporting ground systems, advanced spacesuits and rovers, the Gateway in orbit around the Moon, and commercial human landing systems. SLS is the only rocket that can send Orion, astronauts, and supplies to the Moon in a single launch.
      News Media Contact
      Corinne Beckinger 
      Marshall Space Flight Center, Huntsville, Ala. 
      256.544.0034  
      corinne.m.beckinger@nasa.gov 
      View the full article
    • By NASA
      General Counsel
      Iris Lan
      Deputy General Counsel
      Christine Pham (Acting)
      Director of Legal Operations
      Bryan R. Diederich (Acting)
      Associate General Counsel for Contracts and Acquisition Integrity Law Practice Group
      Scott Barber
      Associate General Counsel for General Law Practice Group
      Katie Spear
      Associate General Counsel for Commercial and Intellectual Property Law Group
      Karen M. Reilley
      Associate General Counsel for International and Space Law Practice Group
      Rebecca Bresnik
      Agency Counsel for Ethics
      Adam F. Greenstone
      Director, Acquisition Integrity Program
      Monica Aquino-Thieman
      View the full article
    • By NASA
      The Nova-C lunar lander is seen in the high bay of Intuitive Machines Headquarters in Houston, before it shipped to NASA’s Kennedy Space Center in Florida for integration with a SpaceX Falcon 9 rocket for launch as part of NASA’s CLPS (Commercial Lunar Payload Services) initiative and Artemis campaign.Credit: Intuitive Machines NASA is gearing up for a commercial robotic flight to the Moon under the agency’s CLPS (Commercial Lunar Payload Services) initiative and Artemis campaign. Intuitive Machines will launch its Nova-C lander on a SpaceX Falcon 9 rocket no earlier than Wednesday, Feb. 14, from Cape Canaveral, Florida. The Intuitive Machines IM-1 mission will carry six NASA payloads targeted for the South Polar region.
      The group of NASA instruments aboard IM-1 will conduct scientific research and demonstrate technologies to help us better understand the Moon’s environment and improve landing precision and safety in the challenging conditions of the lunar south polar region, paving the way for future Artemis astronaut missions. The payloads will collect data on how the plume of engine gasses interacts with the Moon’s surface and kicks up lunar dust, investigate radio astronomy and space weather interactions with the lunar surface, test precision landing technologies, and measure the quantity of liquid propellant in Nova-C propellant tanks in the zero gravity of space. The Nova-C lander will also carry a retroreflector array that will contribute to a network of location markers on the Moon that will be used as a position marker for decades to come
      The Nova-C lander is targeted to land Thursday, Feb. 22, in a relatively flat and safe area near the Malapert A crater, in the south polar region of the Moon.
      The six NASA payloads aboard Intuitive Machines’ IM-1 mission include:
      LN-1 (Lunar Node 1 Navigation Demonstrator)
      A small, CubeSat-sized flight hardware experiment that integrates navigation and communication functionality for autonomous navigation to support future surface and orbital operations. Principal investigator: Dr. Evan Anzalone, NASA’s Marshall Space Flight Center LRA (Laser Retroreflector Array)
      A collection of eight retroreflectors that enable precision laser ranging, which is a measurement of the distance between an orbiting or landing spacecraft to the reflector on the lander. LRA is a passive optical instrument and will function as a permanent location marker on the Moon for decades to come.
      Principal investigator: Dr. Xiaoli Sun, NASA’s Goddard Space Flight Center NDL (Navigation Doppler Lidar for Precise Velocity and Range Sensing)
      A Lidar-based (Light Detection and Ranging) descent and landing sensor. This instrument operates on the same principles of radar but uses pulses from a laser emitted through three optical telescopes. NDL will measure vehicle velocity (speed and direction) and altitude (distance to surface) with high precision during descent to touchdown. Principal investigator: Dr. Farzin Amzajerdian, NASA’s Langley Research Center RFMG (Radio Frequency Mass Gauge)
      A rocket propellant gauge used to measure the amount of spacecraft propellant in a low-gravity space environment. Using sensor technology, RFMG will measure the amount, or mass, of cryogenic propellants in Nova-C’s tanks, providing data that can help predict propellant usage on future missions. Principal investigator: Dr. Greg Zimmerli, NASA’s Glenn Research Center ROLSES (Radio-wave Observations at the Lunar Surface of the Photoelectron Sheath)
      Four antennas and a low-frequency radio receiver system designed to study the dynamic radio energy environment near the lunar surface and determine how natural and human-generated activity near the surface interacts with science investigations. It will also detect radio emissions from the Sun, Jupiter, and Earth, as well as dust impacting the surface of the Moon. Principal investigator: Dr. Nat Gopalswamy, NASA Goddard SCALPSS (Stereo Cameras for Lunar Plume-Surface Studies)
      A suite of four cameras to capture stereo and still images of the dust plume created by the lander’s engine as it begins its descent to the lunar surface until after the engine shuts off. Principal investigator: Michelle Munk, NASA Langley Intuitive Machines is one of 14 vendors eligible to carry NASA payloads to the Moon through the agency’s CLPS initiative, which began in 2018. CLPS is an innovative approach connecting NASA with commercial solutions from American companies to deliver scientific, exploration, and technology payloads to the Moon’s surface and into lunar orbit. Through CLPS, NASA aims to gain new insights into the lunar environment and expand the lunar economy to support future crewed missions under the Artemis campaign.
      Learn more about NASA’s CLPS initiative at:
      https://www.nasa.gov/clps/
      Keep Exploring Discover More Topics From NASA
      Commercial Lunar Payload Services
      Artemis
      Commercial Space
      Humans In Space
      View the full article
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