*NASA FIRST Book of Wisdom*

Version 2.0

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# Table of Contents

[Table of Contents 1](#table-of-contents)

[Chapter 1: Center Projects 1](#chapter-1-center-projects)

[Chapter 2: Mentors 3](#chapter-2-mentors)

[Chapter 3: Shadowing 6](#chapter-3-shadowing)

[Chapter 4: Reading Assignments 7](#chapter-4-reading-assignments)

[Chapter 5: Participants with Disabilities
8](#chapter-5-participants-with-disabilities)

[Chapter 6: Golden Nuggets of Advice from 2007 Participants
8](#chapter-6-golden-nuggets-of-advice-from-2007-participants)

[Chapter 7: 2007 Participants 9](#chapter-7-2007-participants)

[Chapter 8: Lessons Learned from 2008 Participants
10](#chapter-8-lessons-learned-from-2008-participants)

[Chapter 9: The 2008 Class' Theme 11](#chapter-9-the-2008-class-theme)

[Chapter 10: 2008 Participants 12](#chapter-10-2008-participants)

# 

# Chapter 1: Center Projects

### *Previous Projects*

One of the largest single assignments within the NASA FIRST program is
the Center Project. Here is a listing of each of the center projects
from the 2007 pilot class of FIRST including a short description, what
the result of each project was as of graduation, and a list of the
participants that worked on each.

ARC and DFRC: **Morale Increasing Initiatives (MII)**

-   *Description:* Explored the factors that influence morale

-   *Results:* The team surveyed managers across the center to identify
    factors that could improve morale, such as communication and
    big-picture awareness. Armed with this information, the team
    selected a pilot division to test different morale building
    activities. A re-survey was done after the morale initiatives were
    completed to see the positive or negative effects of the initiatives
    on morale.

-   *Participants:* My Baillie, Beverly Norris, Jane Thipphavong, Ryan
    Lefkofsky

GRC: **Offsite Exhibit Options for Aerospace Education Center**

-   *Description:* Developed concepts for visitor center exhibits and
    operation

-   *Results:* The project was selected to raise awareness of Glenn
    activities in the northeast Ohio area. The final report proposes
    three distinct exhibits, a survey for use with the current Visitor
    Center patrons, and includes an analysis of existing NASA Visitor
    Center contracts and agreements.

-   *Participants:* James Fleet, Kelly Gilkey, Grisselle LaFontaine,
    Anthony Nerone, Daniel Rodriguez

GSFC: **New Technology Reporting at GSFC**

-   *Description:* Examined new technology reporting at GSFC

-   *Results:* The project provided the center with recommendations on
    how to increase awareness of new technology reporting and improve
    the new technology reporting process. This will help accurately
    predict the future number of new technology reports and in the long
    term put GSFC in a position to be more technically competitive.

-   *Participants:* Ayana Briscoe, Leigh Janes, Rivers Lamb, Geoffrey
    Sage, Ezinne Uzo-Okoro, Jonathan Verville

HQ: **Enhancing Communications for Small Business Programs**

-   *Description:* Investigated improving communication between Small
    Business Programs, Mission Directorates and Procurement

-   *Results:* Purpose was to take a comprehensive review of NASA's
    office of small business programs and improve communications with
    the office of procurement and each of the four mission directorates.
    The HQ team has presented its findings and recommendations to SBP.

-   *Participants:* Omar DeFrias, Omega Jones, Sherry McAllister, Garvey
    McIntosh

JSC and WSTF: **JSC Employee Development Initiative (JEDI)**

-   *Description:* Developed a new employee orientation program to fill
    the gap between agency-level and directorate-level orientation

-   *Results:* A two day introduction to JSC was created which includes
    a JSC overview, introduction to the functional areas and programs at
    the center, motivational speakers, and tours. A pilot class of the
    new employee orientation program will be implemented by JSC HR in
    the near future.

-   *Participants:* Christopher Blakeley, Irene Garcia, John Gowan, Mary
    McClellan, Jennifer Scott Williams, Carlos Westhelle

KSC: **Health Assessment of the Well-being of KSC (HAWK)**

-   *Description:* TITLE

-   Results: The purpose of the HAWK project is to define what "healthy"
    means to KSC, based on the seven attributes identified in the 2006
    NASA Strategic Plan, and assess KSC\'s current health. As a result,
    this project will strategically position KSC in supporting NASA's
    Vision for Space Exploration by building and maintaining a strong,
    healthy center.

-   *Participants:* Denton Gibson, Diana Kniffin, Sasha Sims, Emily
    Unbehaun, Michun Williams

LaRC: **A Generational Investigation to Increase Langley's Insight about
Today's and Tomorrow's Young Professionals (AGI2LIT2Y)**

-   *Description:* Researched factors to improve LaRC's ability to
    attract and retain young employees

-   *Results:* In order to maintain an adaptive and agile workforce for
    the future, the team identified the factors that motivate and
    de-motivate young employees. In addition, they provided insight into
    issues related to employment hiring practices.

-   *Participants:* Melissa Carter, Jennifer Keyes, Robin Schlecht,
    Katrina Young

MSFC: **Multi-Generational Environment Affecting Recruitment and
Retention (M-GEAR2)**

-   *Description:* Developed data based guidance for leading Generation
    Y

-   *Results:* In order to adapt the center to the expectations of
    youngest generation of employees, the team surveyed generation x and
    y employees to determine differences in management and workplace
    preferences between the generations and compiled the results into a
    management primer about generation y.

-   *Participants:* Stephanie Lacy-Conerly, Ronald McDonald, Leslie
    McNutt, Joel Richter, Denise Smithers

NSSC and SSC: **NSSC Chargeback Model**

-   *Description:* Made recommendations for training on the chargeback
    model

-   *Results:* Because the NSSC chargeback process is new and not well
    understood, the team surveyed employees to examine their knowledge
    of the NSSC's chargeback process in order to provide training
    recommendations to educate employees about how their individual
    actions affect the chargeback process.

-   *Participants:* Tasha Davis, Wayne North

### *Working in a Team Environment*

All of the 2007 participants have found ways to get their FIRST work and
regular duty work accomplished at the same time. We have a few lessons
learned when it comes to working as a team to complete the center
project that we wanted to pass along.

-   Have a separate session to get to know one another on a personal
    basis. This helps to build trust and relationships between
    teammates.

-   Assign duties for each member of the team. In addition, rotate those
    duties so everyone gets the opportunity to learn something new. For
    example each meeting or each month the group should appoint a
    project manager, meeting coordinator, note taker (secretary) and
    actions POC. Rotating these responsibilities around to everyone in
    the group also allows targeted scheduling so group members can
    participate at lower or higher pace depending on other work duties.

-   Notes or minutes should be taken at all meetings and emailed out to
    everyone in the group. They should list what went on and actions
    that are due by the next meeting. Also consider including your
    senior advisor on your email distribution to keep him or her
    informed.

-   Always keep project scope in mind. Try to pick a project that will
    have impact at your center, can be accomplished within the duration
    of the program and keeps in mind the number of hours per week each
    team member will be able to put towards the project, and is flexible
    to adjust as the project grows and requirements or situations
    change.

-   Death to the concept of self. Don\'t seek to be the leader. Instead
    seek to be led or to be a servant, and then all other things will
    come to pass.

### *Working Across Distance*

Some of the center project teams had membership with participants from
geographically different centers. Within the 2007 class Ames Research
Center was paired with Dryden Flight Research Center and Johnson Space
Center had a member from White Sands Test Facility. Working on a joint
center project is difficult and should be avoided if at all possible. If
you are in the position of a joint center project, here are a few things
that we learned along the way:

-   Get a dedicated call in number. It is good to have an 800 telecon
    number that people call into, instead of everyone trying to call
    each other via conference calling.

-   Use WebEx so all team members can see slides or other materials that
    are being presented. WebEx does require an account to set up
    meetings, so if any team members are on projects with accounts that
    are willing to support your meetings, the NASA WebEx site is
    [https://nasa.webex.com](https://nasa.webex.com/).

-   Another option to get all team members to see what's going on at a
    meeting is videoconferencing. When this is available it can be a
    good alternative.

-   Whenever teammates from one center are on travel to the other try to
    schedule meetings. This is especially useful for senior staff
    tag-ups and briefings.

# Chapter 2: Mentors

### *Selecting a Mentor*

Selecting who will be your mentor for the duration of the NASA FIRST
program is a big decision. Here are some tips and thoughts from the 2007
class to keep in mind as you go about selecting your mentor.

-   Ask previous mentors, your supervisors, project managers and others
    you respect for recommendations for people to interview.

-   Consider going outside of your branch or area. Not only will this
    kind of mentor expose you to a different area at your center, you
    may learn about something new that interests you.

-   If your mentor had worked in your organization previously, he or she
    may be able to provide perspectives from both where he or she is now
    as well as where you work.

-   Picking someone outside of your organization, and especially outside
    your direct chain of command, eliminates possible conflicts of
    interests, as some of the topics you discuss may involve coworkers
    or your management.

-   Consider choosing a mentor who is in a position you'd like to aspire
    to someday. Whether this is a branch head or the center director, be
    sure this person can relate to you and is a good fit for all your
    needs as a mentee.

-   Be choosy and don\'t be afraid to \"interview\" as many people as
    you need to before you find someone that you \"click\" with. Finding
    the best fit for YOU is important since every person will need
    something a little different from their mentor. The interviews also
    provide a good experience interacting with others in terms of both
    the interviews, and the process of asking one person to be your
    mentor and then having to tell the others you interviewed that you
    didn't feel they were the best fit. Although this was tough, looking
    back it was valuable.

-   Some questions that may be useful when interviewing potential
    mentors to find out if they can meet your needs are:

    -   Why do you want to be a mentor?

    -   Have you been a mentor before? When? How long?

    -   Tell me about your job.

    -   How long you been here?

    -   What do you do?

    -   Who is your supervisor?

    -   What do you like about your job?

    -   What is challenging or what don't you like about it?

    -   What are your strengths?

    -   What are your weaknesses?

    -   What are the areas that you feel you need to develop skills in
        or learn more about?

    -   What do you like to do outside of work?

    -   Tell me about where you want to be in your career or what do you
        want to be doing one year from now? In three years? In five
        years? (make sure mentor describes the nature of activities or
        work they would like to be doing, not just a job title)

    -   Tell the potential mentor what you need developmentally and what
        you want out of the relationship.

    -   Ask them how they can support you.

    -   Ask if this feels like a good match.

-   It is important to choose an individual who wants to be a mentor
    rather than someone who sees it only as another duty or requirement.

-   Seek a mentor who has completed NASA leadership courses such as
    Leadership Development Program, Senior Executive Service. The
    programs will have given them experience with having a mentor and
    what such a relationship can be like.

-   Keep an open mind about expectations for you and the mentor. It may
    be useful to set up a relationship agreement to help set and limit
    expectations for how often to meet, where, how, how long, how to
    refer to each other, etc.

### *Characteristics of a Good Mentor*

Although everyone will have their own specific needs as a mentee for
their mentor, here are some characteristics that 2007 NASA FIRST
participants feel a good mentor will possess.

-   You should feel comfortable talking with your mentor about
    uncomfortable topics such as culture issues at work, insecurities
    you may be feeling about your career, etc. This should be someone
    that puts you at ease and is genuinely interested in listening to
    you. They can serve as a neutral listener and sounding board and
    ensure that information discussed will remain confidential where
    needed.

-   Has a winning attitude and personality that works well with mentee.

-   Must be people oriented. Mentoring should be genuinely interested in
    people and has a desire to help others develop and grow. A
    successful mentor is one who provides sufficient time with the
    mentee, possesses good people skills and knows how to effectively
    communicate and actively listen. Active listening is a skill that
    includes paying attention to the body language and other sensory
    cues of the mentee. A mentor must also be able to resolve conflicts
    and give appropriate feedback.

-   Should be a good motivator. A mentor needs to be able to motivate a
    mentee through encouraging feedback and challenging work
    assignments. A mentor will expand a mentee's experiences while
    noting the advantages and rewards associated with accepting new
    challenges.

-   Offers open, honest and relative personal and professional advice
    that is applicable to mentee's work and life situations.

-   Is an effective teacher. A mentor must thoroughly understand the
    skills and knowledge required by the mentee's position and goals,
    and is able to effectively teach these skills to the mentee. A
    mentor also manages the learning of the mentee.

-   Should be secure in their position. A mentor must be confident in
    his or her career so pride for the mentee\'s accomplishments can be
    genuinely expressed. A mentor should appreciate a mentee\'s
    developing strengths and abilities, without viewing these
    accomplishments as a threat. A mentor enjoys being a part of the
    mentee's growth and expansion.

-   Willing to introduce the mentee to new individuals, experiences,
    etc. to help set and accomplish goals whether informally or
    formally, as well as offer career advice.

-   A mentor is an achiever \-- one who sets career goals, continually
    evaluates goals, and strives to reach them. A successful mentor is
    usually one who takes on more responsibility than is required,
    volunteers for more activities, and tends to climb the career ladder
    at a quick pace. A skilled mentor possesses and maintains current,
    up-to-date technological knowledge and /or skills. A mentor attempts
    to inspire a mentee with the same drive for achievement.

-   Mentors need to offer continual feedback regarding expectations,
    performance and success criteria.

-   Knowledgeable about NASA values and work. A mentor takes pride in
    NASA. A mentor understands NASA\'s mission, vision, and values and
    supports NASA\'s initiatives. A mentor is respected by his or her
    peers and management and serves as a role model. Keep in mind that a
    mentee looks to his or her mentor for guidance on interpreting
    policies and procedures. In order to provide this guidance, a mentor
    needs to know and understand this information.

-   Able to explain how an organization works, who the key players are,
    and can also elaborate on the overall vision and mission of the
    organization without having direct conflicts of interest if you need
    to discuss specific situations, behaviors, examples or hypotheticals
    that you need advice on.

-   Understands the need for work-life balance.

-   Always respects others. A mentor is one who shows respect for
    another\'s well-being. Every person, including the mentor, has
    certain vulnerabilities and imperfections that must be accepted. A
    mentor should learn to accept a mentee\'s weaknesses and minor
    flaws, just as the mentee must learn to accept the weaknesses and
    flaws of the mentor. Mentors can, in fact, help a mentee explore his
    or her vulnerabilities and imperfections. Without passing judgment,
    a mentor must also recognize that differences in opinions, values,
    and interests will exist. By accepting such differences, a mentor
    projects openness to others. Not all of these characteristics are
    equally found in every one.

-   Do not assume anything regarding the mentee. Mentees can surprise
    with regard to what they both know and do not know. There are
    several categories of needs where the mentor can offer:

> The enthusiastic beginner = needs direction
>
> The disillusioned learner = needs coaching
>
> The cautious completer = needs support
>
> The self-reliant achiever = needs responsibility

-   Does not bring personal negative viewpoints into the mentoring
    relationship.

-   Individuals that have had positive formal or informal experiences
    with a mentor tend to be good mentors themselves. Good mentors are
    experienced individuals that have a good reputation for helping
    others develop their skills. Maintaining the confidentiality of the
    mentor/mentee relationship is also crucial for success.

-   Willing and available to get together whether in person, on the
    phone, over email, instant messenger, etc.

-   Good mentors are also available to meet outside the office. In some
    cases this is highly recommended, especially if meeting in the
    mentor\'s office results in too many distractions.

-   Should return your phone calls and e-mails and make time for your
    relationship. A cancelled meeting now and then is okay since plans
    and situations can change and all parties need to be flexible. The
    same rules go for you as the mentee! If cancellations or un-returned
    contact becomes frequent you may need to consider getting a new
    mentor as he or she is not willing or able to have your relationship
    as a priority.

-   If you are listening and not talking, your mentor is not doing his
    or her job. Most of the time, you should be doing most of the
    talking. A good mentor LISTENS before talking. Many former mentors
    have said that they learned a lot from their mentees.

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-   Where projects for mentees are involved, clearly defined boundaries
    are required.

# Chapter 3: Shadowing

The 2007 NASA FIRST class felt that the opportunity to shadow leaders
across the agency was an invaluable part of the program. The class
shadowed everyone from engineers and scientists all the way to the
administrator himself, Mike Griffin, and his deputy, Shana Dale. The
areas we were exposed to ranged from exploration to aeronautics, and the
Office of the Chief Financial Officer to education. Below are lists of
some of the positions and areas we shadowed in as well as some advice

### Advice

-   Go straight for the top! Pick someone at the top of your center's
    management and ask to shadow them. In our experience, everyone we
    asked was more than happy to have us shadow them.

-   Consider shadowing people that you interviewed to be mentors but did
    not select.

-   Ask to shadow someone who works in a position that you\'d
    potentially like to work in. If you want to be a branch chief,
    shadow one. If you want to lead a project or be a director, shadow
    one.

-   Shadow outside your home organization. It gives you a much greater
    appreciation for what other people do in and around the center, and
    you can form a network.

-   The duration of a shadowing opportunity can vary greatly: from a
    single meeting or event to a whole week. Ask the person you're
    shadowing to pick out what works best for them and their schedule.
    You can get a lot out of the experience regardless of the length.

-   For people that are higher up in organizations, for example with a
    title of Director of ..., you may have better luck scheduling a time
    to shadow if you contact both the individual and his or her
    secretary to work out the details.

-   Ask the person you are due to shadow, or his or her secretary, at
    least a day in advance about appropriate dress attire for while
    you're with them. If in doubt, always overdress rather than
    'under-dress'.

-   Two or three days before you are due to shadow someone contact him
    or her, or their secretary, to confirm the arrangements you
    previously made, in particular where and when to meet. This is
    especially important if the shadowing experience was arranged far in
    advance, as plans and circumstances can change and you need to be
    flexible to the leader's schedule.

### Positions Shadowed

-   Administrator

-   Deputy Administrator

-   Associate Administrator

-   Branch Head

-   Center Director

-   Chief of Staff (agency and center level)

-   Chief Financial Officer

-   Comptroller

-   Directorate or Division Director

-   Deputy Directorate Director

-   Engineer

-   Flight Director

-   Program Executive

-   Project Lead

-   Scientist

### Areas Experienced

-   Aeronautics

-   Contract management

-   Diversity and equal opportunity

-   Education

-   Exploration

-   External relations

-   Flight crew operations

-   Mission operations

-   NASA Shared Services Center

-   News media

-   Office of the Chief Information Officer

-   Office of the Chief Financial Officer

-   Procurement

-   Program planning

-   Small business programs

-   Space communications

# Chapter 4: Reading Assignments

One of the several assignments you'll have throughout your year in NASA
FIRST is to read books on leadership. The 2007 class were given
suggestions by Charles Scales, the deputy associate administrator and
NASA FIRST program champion, of John Maxwell's *The 17 Indisputable Laws
Of Teamwork*, and Doris Kearns Goodwin's *Team of Rivals*. The following
is a list of some of the books that were read by two or more members of
the 2007 class.

-   *The 7 Habits of Highly Effective People* and *The 8th Habit : From
    Effectiveness to Greatness* by Stephen R. Covey

-   *The 21 Indispensable Qualities of a Leader* and *The 21 Irrefutable
    Laws of Leadership* both by John Maxwell

-   *Abilene Paradox and Other Meditations on Management* by Jerry B.
    Harvey

-   *John F. Kennedy on Leadership* by John A. Barnes

-   *Lincoln on Leadership* by Donald T. Phillips

-   *Our Iceberg Is Melting* by John P. Kotter

-   *The Tipping Point : How Little Things Can Make a Big Difference* by
    Malcolm Gladwell

-   *Who Moved My Cheese?* and *The One Minute Manager* by Spencer
    Johnson and Ken Blanchard

-   *Who Says Elephants Can\'t Dance?* by Louis V. Gerstner

# Chapter 5: Participants with Disabilities

Participation in NASA FIRST should not be limited by disabilities. Past
participants have the following advice.

-   Work with the FIRST program manager early on and discuss your needs,
    especially for the training modules.

-   Discuss communication, mobility and other challenges with your
    fellow FIRST participants during the first training module in
    whichever setting you are comfortable (large group, small breakout
    groups or one-on-one). There are lots of opportunities at the first
    module!

# Chapter 6: Golden Nuggets of Advice from 2007 Participants

As past participants in the NASA FIRST program there are some words of
advice, golden nuggets if you will, that we'd like to pass on to those
that come after us into this program.

-   Make the most of this opportunity, learn as much as possible, take
    the feedback you receive and use it to make yourself better, apply
    the principles to work and home life, include your family in what
    you\'re learning, and [have fun]{.underline}!

-   Realize that this is a great learning opportunity and don\'t take
    the importance lightly.

-   Make sure that you never forget about the purpose of the program,
    and remember that regardless of where you are or what the situation
    is that you are a representative of NASA.

-   Know that this will require time and dedication.

-   Keep an open mind. You will be exposed to and learn a lot of new
    tools and methods and theories through the training over this year.
    Some of these will resonate with you and others won't. This is okay
    and perfectly normal. This being said, reserve judgment for as long
    as you can. Try everything! If after you've tried something it still
    doesn't feel right for you then don't use that tool. Also keep in
    mind and try to understand that what doesn't work for you may be
    exactly what fit perfectly for your classmate sitting next to you or
    across the room so always be respectful in class during the sessions
    and willing to let others make the decisions and changes that are
    right for them.

-   Embrace each other as family. You will spend a considerable amount
    of time together over the next year. Take these opportunities to get
    to know and care about each other. You will have bonds with these
    people for the rest of your careers and lives so make the most of
    the times you have together.

-   The relationships formed during this program strengthen
    collaboration between the centers. We have great examples of
    fantastic people at all the centers across the agency! We have found
    the networks we have created to be invaluable, and already we are
    working together with and calling on each other. We are helping to
    break down some of those old barriers between centers and
    organizations. You'll find the same phenomenon.

-   Shadowing opportunities and relationships with mentors and coaches
    are valuable resources for development. These relationships are
    incredible and invaluable!

-   Be aware that balancing realistic expectations with the excitement
    and knowledge you'll have gained during this year can be
    challenging. It will be a great year where you learn and do a lot.
    As you bring the new you and your new skills both to your work and
    home lives, be aware of your expectations and cautious that they
    don't creep higher than what is reasonable.

-   Being in NASA FIRST is your chance to get your name out there to
    upper management, take advantage of it.

-   Any time you get to attend a senior leadership meeting do, it will
    aid in your understanding of NASA's policy and directives as well as
    give you a great opportunity to interface with senior leaders.

-   Find your niche. Everyone has a role or a position on the team;
    therefore, work on your own strengths and offer them to promote the
    team and the mission. Every member of a team is important and can
    contribute in some way. Find the way you and your teammates can best
    aid the team and focus your energy in that way.

-   Planning takes time and your original project plan, however well
    thought out, may require multiple revisions. We spent a considerable
    amount of time learning about project management and project plans.
    We also learned the necessity for planning to be flexible.
    Acknowledge from the on set that change is inevitable.

-   Our center projects all spanned multiple areas at our centers.
    Therefore our team diversity really was required to be successful in
    this multidisciplinary environment.

-   Present several possible solutions when raising an issue. We found
    much greater success when we brought several options to the decision
    maker or group to choose between.

-   Ask questions early on of your center point of contact and your
    senior advisor to understand the proper procedures and policies
    concerning activities such as collecting data for your center
    project, who will need to review your work and how to get on the
    senior staff's schedule for reviews and status briefings. Asking for
    such support and advice has worked well for us in the past.

-   Meet with you center's point of contact at least monthly to gauge
    needs as well as get advice and direction.

-   Take the pre work seriously, even if you are unsure of its value
    when it is assigned.

-   NASA FIRST has enriched our lives and has generated positive
    feedback and support from all Senior Leaders who have interacted
    with us. Take every opportunity that presents itself during your
    NASA FIRST time and run with it!

# Chapter 7: 2007 Participants

The members of the pilot class of NASA FIRST are listed below. Please
contact us with any questions you may have about our experiences in the
program and **[have a great year]{.underline}**!

-   My Baillie (My.Trang@nasa.gov, ARC)

-   Christopher Blakeley (chris.m.blakeley@nasa.gov, JSC)

-   Ayana Briscoe (Ayana.A.Briscoe@nasa.gov, GSFC)

-   Melissa Carter (Melissa.B.Carter@nasa.gov, LaRC)

-   Tasha Davis (tasha.l.davis@nasa.gov, NSSC)

-   Omar DeFrias (omar.j.defrias@nasa.gov, HQ)

-   James Fleet (james.e.fleet@nasa.gov, GRC)

-   Irene Garcia (irene.m.garcia-1@nasa.gov, JSC)

-   Denton Gibson (denton.k.gibson@nasa.gov, KSC)

-   Kelly Gilkey (kelly.m.gilkey@nasa.gov, GRC)

-   John Gowan (john.w.gowan@nasa.gov, JSC)

-   Leigh Janes (Leigh.Janes@nasa.gov, GSFC)

-   Omega Jones (omega.s.jones@nasa.gov, HQ)

-   Jennifer Keyes (Jennifer.P.Keyes@nasa.gov, LaRC)

-   Diana Kniffin (diana.k.kniffen@nasa.gov, KSC)

-   Stephanie Lacy-Conerly (stephanie.b.lacy-conerly@nasa.gov, MSFC)

-   Grisselle LaFontaine (Grisselle.LaFontaine-1@nasa.gov, GRC)

-   Rivers Lamb (Rivers.Lamb@nasa.gov, GSFC)

-   Ryan Lefkofsky (ryan.lefkofsky@nasa.gov, DFRC)

-   Sherry McAllister (sherry.l.mcallister@nasa.gov, HQ)

-   Mary McClellan (mary.e.mcclellan@nasa.gov, JSC)

-   Ronald McDonald (ronald.mcdonald-1@nasa.gov, MSFC)

-   Garvey McIntosh (gmcintosh@nasa.gov, HQ)

-   Leslie McNutt (leslie.mcnutt@nasa.gov, MSFC)

-   Anthony Nerone (anthony.l.nerone@nasa.gov, GRC)

-   Beverly Norris (bnorris@mail.arc.nasa.gov, ARC)

-   Wayne North (Wayne.L.North@nasa.gov, SSC)

-   Joel Richter (joel.d.richter@nasa.gov, MSFC)

-   Daniel Rodriguez (Daniel.Rodriguez-1@nasa.gov, GRC)

-   Geoffrey Sage (Geoffrey.S.Sage@nasa.gov, GSFC)

-   Robin Schlecht (r.w.schlecht@larc.nasa.gov, LaRC)

-   Jennifer Scott Williams (jennifer.j.scottwilliams@nasa.gov, JSC)

-   Sasha Sims (Sasha.M.Sims@nasa.gov, KSC)

-   Denise Smithers (Denise.S.Smithers@nasa.gov, MSFC)

-   Jane Thipphavong (Jane.Thipphavong@nasa.gov, ARC)

-   Emily Unbehaun (emily.m.unbehaun@nasa.gov, KSC)

-   Ezinne Uzo-Okoro (ezinne.uzo-okoro@nasa.gov, GSFC)

-   Jonathan Verville (jon.verville@nasa.gov, GSFC)

-   Carlos Westhelle (carlos.h.westhelle@nasa.gov, JSC)

-   Michun Williams (Michun.N.Williams@nasa.gov, KSC)

-   Katrina Young (Katrina.L.Young@nasa.gov, LaRC)

# Chapter 8: Lessons Learned from 2008 Participants

We each entered the program for various reasons, with certain
expectations of what we would gain out of FIRST. Not only were our
expectations surpassed, but we learned many items that will stay with us
the rest of our careers. Below are some of our highlights.

-   We learned about ourselves:

    -   "I need to speak up more, I cannot live by the 'neither seen nor
        heard' motto anymore."

    -   "I am very dutiful, leisurely, and cautious...and I definitely
        disengage when frustrated."

    -   "I am an introvert who likes to be social even when it is
        draining but apparently is aloof."

    -   "I have a terrible time asking for help."

    -   "I disengage when stressed."

    -   "Bullies (hostile, abrasive, self-centered people) are my hot
        button (from Conflict Dynamics Profile)."

    -   "I can be as difficult as someone else; depending on whom you
        ask."

    -   "My behavior and thoughts and comments say way more about me and
        are very transparent into my personality and who I am."

    -   "I need to pay more attention to how I come across to others,
        especially in heated discussions."

    -   "I signed up on this course to discover NASA and I discovered
        myself."

-   We learned about interacting with others:

    -   Once you establish a personal, emotional connection to people
        then you care about them in a professional, work capacity more.

    -   Be approachable.

    -   Be friendly.

    -   You need to create an environment where people will tell you
        what you need to know, not just what you ask.

    -   Everybody is reasonable; we just need to understand their point
        of view.

    -   Be aware of your own biases.

    -   "I learned to become a better listener."

-   We learned about HQ, politics, and the agency:

    -   HQ is not our enemy.

    -   Politics can be a major factor in decisions. (It is not just
        about what is best technically to do.)

    -   There is politics behind everything.

    -   "I have a broader perspective of what we do as an agency."

    -   Congress has a lot of pressure that passes onto us.

    -   HQ shields us from the politics while we stay in our "so-called
        utopia" where we only worry about cost, schedule, and technical
        issues.

    -   Believe it or not, (most) senior leaders have good reasons for
        making decisions the way they do. Most reasons are not apparent
        to us worker bees and we are sometimes purposely shielded from
        them.

-   We learned lessons about our careers:

    -   You are hired for your skills but promoted for your quality.

    -   As soon as you start a new job, start training your replacement.

    -   After NASA invested so much for our development thru NASA FIRST,
        we are expected not to \"just coast" through our careers.

    -   It is okay to think of other career options.

-   We also learned:

    -   The most difficult issue a project faces is the people.

    -   Humor is a double-edged sword.

    -   You should not take down a fence until you understand why it was
        built in the first place.

    -   The Law of Significance.

    -   "How to find my center."

    -   Everyone can use some coaching.

    -   You should strive for continual improvement.

    -   It is not as much about not having faults as it is about
        recognizing them and not letting them control you.

    -   Teams go through a dysfunctional period before functioning.

    -   If you talk about your problem, people are willing to help; they
        will not know if you do not tell them.

    -   Project planning is an important tool yet infrequently used.

    -   People matter (not just getting the job done).

    -   People make all the difference.

    -   You should get comfortable feeling uncomfortable.

-   In addition, since humour was an important part of our year...

    -   Pinching your palm to keep yourself awake in meetings does not
        work very well.

    -   We learned what it takes to make each of us "go Hogan."

    -   The blackmail method is going to be easier than all the work
        involved in becoming a good leader.

# 

# Chapter 9: The 2008 Class' Theme

From the beginning of Module 1 at Wallops, a topic arose that became a
theme to the 2008 class participants: work-life balance. We asked many
leaders questions on this topic throughout the year and found both
useful information for being more balanced and useful examples of both
how to be balanced and what happens without the balance. Below are some
of the lessons that we learned on our favorite theme:

-   There is no such thing as work-life balance, only work-life choices.

-   Work-life balance is a challenge to future leaders; the statistics
    on current senior leaders with great work-life balance is bleak.

-   "Work on balance now. I don't want to look back in 20 years and say
    I 'should have spent more time with my family.'"

-   One reason people are not balanced is that they are bad at
    delegating successfully.

-   "I'm not willing to sacrifice my family for a leadership position."

-   Life is a lot about balance: intellectual, work, emotional, and
    physical balance.

-   Work-life balance is a series of work-versus-life decisions.
    Sometimes it makes sense to put work first, other times it makes
    sense to put life first. Learning when the right time is what
    creates the balance.

# Chapter 10: 2008 Participants

Below are the 2008 NASA FIRST participants. Feel free to contact us; we
hope you have a great year.

  ------------------- ------------------------ -----------------------------------------------------------------------------------------
  **NAME**            **CENTER**               **E-MAIL ADDRESS**

  Alvarado, Daniel E. Goddard Space Flight     [[Daniel.E.Alvarado@NASA.gov]{.underline}](mailto:Daniel.E.Alvarado@NASA.gov)
                      Center                   

  Belson, DaMara, M.  Kennedy Space Center     [[Damara.M.Belson@nasa.gov]{.underline}](mailto:Damara.M.Belson@nasa.gov)

  Cruz, Josue         Langley Research Center  [[josue.cruz-1@nasa.gov]{.underline}](mailto:josue.cruz-1@nasa.gov)

  Cutright, Amanda M. Langley Research Center  [[Amanda.M.Cutright@nasa.gov]{.underline}](mailto:Amanda.M.Cutright@nasa.gov)

  Dervan, Jared A.    Marshall Space Flight    [[Jared.A.Dervan-1@nasa.gov]{.underline}](mailto:Jared.A.Dervan-1@nasa.gov)
                      Center                   

  DeWitt, Sarah L.    Goddard Space Flight     [[Sarah.L.DeWitt@nasa.gov]{.underline}](mailto:Sarah.L.DeWitt@nasa.gov)
                      Center                   

  Doglio, James A.    John H. Glenn Research   [[James.a.doglio@nasa.gov]{.underline}](mailto:James.a.doglio@nasa.gov)
  Jr.                 Center                   

  Garber, Anne E.     Marshall Space Flight    [[Anne.E.Garber@nasa.gov]{.underline}](mailto:Anne.E.Garber@nasa.gov)
                      Center                   

  Holleman, Elizabeth Marshall Space Flight    [[elizabeth.d.holleman@nasa.gov]{.underline}](mailto:elizabeth.d.holleman@nasa.gov)
  D.                  Center                   

  Huynh, Julie T.     Ames Research Center     [[Julie.T.Huynh@nasa.gov]{.underline}](mailto:Julie.T.Huynh@nasa.gov)

  Jih, Cindy T.       Lyndon B. Johnson Space  [[cindy.jih@nasa.gov]{.underline}](mailto:cindy.jih@nasa.gov)
                      Center                   

  Laughinghouse,      Marshall Space Flight    [[Tawnya.P.Laughinghouse@nasa.gov]{.underline}](mailto:Tawnya.P.Laughinghouse@nasa.gov)
  Tawnya P.           Center                   

  Layton, Christy L.  Kennedy Space Center     [[Christy.L.Layton@nasa.gov]{.underline}](mailto:Christy.L.Layton@nasa.gov)

  Llamas, Veronica    Ames Research Center     [[Veronica.Llamas-1@nasa.gov]{.underline}](mailto:Veronica.Llamas-1@nasa.gov)

  Lucas-Stannard,     John H. Glenn Research   [[paige.c.lucas-stannard@nasa.gov]{.underline}](mailto:paige.c.lucas-stannard@nasa.gov)
  Paige C.            Center                   

  Maier, Eric W.      Lyndon B. Johnson Space  [[eric.maier-1@nasa.gov]{.underline}](mailto:eric.maier-1@nasa.gov)
                      Center                   

  McKenzie, Rossana   Headquarters             [[mckenzi@hq.nasa.gov]{.underline}](mailto:mckenzi@hq.nasa.gov)
  I.                                           

  Monroe, Gilena A.   Ames Research Center     [[Gilena.A.Monroe@nasa.gov]{.underline}](mailto:Gilena.A.Monroe@nasa.gov)

  Parker, Michele L.  Lyndon B. Johnson Space  [[michele.parker-1@nasa.gov]{.underline}](mailto:michele.parker-1@nasa.gov)
                      Center                   

  Parsons, Jeremy W.  Kennedy Space Center     [[jeremy.w.parsons@nasa.gov]{.underline}](mailto:jeremy.w.parsons@nasa.gov)

  Patterson, Joseph   Langley Research Center  [[Joseph.S.Patterson@nasa.gov]{.underline}](mailto:Joseph.S.Patterson@nasa.gov)
  S.                                           

  Peugeot, John W.    Marshall Space Flight    [[John.W.Peugeot@nasa.gov]{.underline}](mailto:John.W.Peugeot@nasa.gov)
                      Center                   

  Power, Anne K.      John H. Glenn Research   [[anne.k.power@nasa.gov]{.underline}](mailto:anne.k.power@nasa.gov)
                      Center                   

  Pullen, Renee F.    Headquarters             [[renee.f.pullen@nasa.gov]{.underline}](mailto:renee.f.pullen@nasa.gov)

  Regan, Christopher  Dryden Flight Research   [[christopher.regan@dfrc.nasa.gov]{.underline}](mailto:christopher.regan@dfrc.nasa.gov)
  D.                  Center                   

  Ritsko, Matthew W.  Goddard Space Flight     [[matthew.w.ritsko@nasa.gov]{.underline}](mailto:matthew.w.ritsko@nasa.gov)
                      Center                   

  Rodriguez, Shannon  Goddard Space Flight     [[srodz@pop500.gsfc.nasa.gov]{.underline}](mailto:srodz@pop500.gsfc.nasa.gov)
                      Center                   

  Santiago, Josephine Kennedy Space Center     [[Josephine.B.Santiago@nasa.gov]{.underline}](mailto:Josephine.B.Santiago@nasa.gov)
  B.                                           

  Singh, Sabrina A.   Lyndon B. Johnson Space  [[sabrina.a.singh@nasa.gov]{.underline}](mailto:sabrina.a.singh@nasa.gov)
                      Center                   

  Smith, Trent M.     Kennedy Space Center     [[Trent.M.Smith@nasa.gov]{.underline}](mailto:Trent.M.Smith@nasa.gov)

  Stone, Wendy E.     Lyndon B. Johnson Space  [[wendy.e.stone@nasa.gov]{.underline}](mailto:wendy.e.stone@nasa.gov)
                      Center                   

  Wilburn, Monique S. Lyndon B. Johnson Space  [[monique.wilburn-1@nasa.gov]{.underline}](mailto:monique.wilburn-1@nasa.gov)
                      Center                   

  Wilson, Barbara J.  John H. Glenn Research   [[Barbara.J.Wilson@nasa.gov]{.underline}](mailto:Barbara.J.Wilson@nasa.gov)
                      Center                   
  ------------------- ------------------------ -----------------------------------------------------------------------------------------