Tough and Competent: Leadership and Team Chemistry by Eugene F. Kranz
The unique leadership and teamwork principles that pushed America’s space program to the moon and back are the focal point of former NASA Director of Mission Operations Eugene F. Kranz’s riveting memoir, Tough and Competent: Leadership and Team Chemistry (Gatekeeper Press).
Best known as the leader of the NASA flight controllers “Tiger Team” who brought the Apollo 13 spacecraft back to Earth, Kranz follows up his bestselling Failure Is Not an Option with this mentor-infused memoir that shares hard-won leadership lessons for today. He also chronicles the ineffable power of what he terms “IT!” or the team chemistry needed for success. Check out what Kranz considers the critical components for a team’s success, and signals of an organization not performing at maximum efficiency.
Q: Why did you write Tough and Competent? Who is it written for?
A: Spaceflight is the most unforgiving of human endeavors. Those who enter the arena of Mission Control, astronauts, controllers or staff enter a world of absolute accountability, GO or NO GO. Our work is performed in the bright light of the national media where every decision is laid bare. Risk is the price of progress not only in mission control but for all who are responsible for critical irrevocable decisions.
President Theodore Roosevelt once said,” It is not the critic who counts, not the man who points out how the strong man stumbles. The credit belongs to the man who is actually in the arena.”
This book is for those who enter the Arena of High Risk in all critical endeavors.
Q: Tough and Competent refers a lot to “team chemistry,” or what you refer to as IT. Why is this concept important and what do organizations need to develop it?
A: We have all witnessed team chemistry in sports, hospital emergency rooms, mission control, first responders and many others. It is composed of the integrated task and social components that ignite the inherent capabilities of a group to elevate performance. Organizations that have and sustain IT! are often classified as legendary or as a dynasty when their performance spans years. Team chemistry comes through several paths: colocation of skill work areas, sharing knowledge, traditions, common values, social events, recognition from the ranks, Mission Control logo and a shared belief that “if one fails, we all fail.”
Q: In your extensive career, you’ve learned many lessons about teamwork and innovation. Would you share a few of the most valuable lessons you’d like to impress upon others?
A: The Mission Control insignia and the corresponding document, The Foundations of Mission Control, are the elements that define who we are and what we stand for. They were created internally within the Mission Operations organization and are “living” because they are periodically updated consistent with the generational change of operations personnel. For over 50 years and for several generations of controllers, they have defined the performance expectations of all who enter our ranks. The “Foundations” and the Kranz Dictum are standards that are found in schools, corporate offices, emergency rooms and are often used in training sessions.
Our most valuable lessons came from creating our organization emblem and documenting the living performance standards for all personnel.
Q: On the flip-side, I’m sure you’ve seen a number of things that haven’t worked. What are some of the signs when an organization isn’t working to its peak and maximizing its efforts to accomplish a goal? Are there common mistakes?
A: Organizational failures normally occur because of weak or incorrect leadership attributes that fail to shape and focus an organization and fail to build teamwork, they are:
- Ego
- Poorly defined organizational values
- Wrong leadership model.. imitates others
- Leaders with self versus mission orientation
- Lack of commitment
- Leaders that are not comfortable with people
- Poor listening and observation skills
- Unwilling to experiment
- Unwilling to risk failing
- Experience is not a teacher
Q: What do you hope readers take away from this book?
A: Leadership and Teamwork, not hardware or software, are the critical ingredients in managing the risk of high technology’s unimaginable complexity.
Q: Tough and Competent is your second book. Are you working on a third and, if so, what can you share about it?
A: I am not planning on a new book. I intend to address current generations of leaders, controllers, engineers and support staff on the leadership and team chemistry principals established in Tough and Competent.
