In my experience, fear comes from not knowing what to expect and not feeling you have any control over what’s about to happen. When you feel helpless, you’re far more afraid than you would be if you knew the facts. If you’re not sure what to be alarmed about, everything is alarming.
Success is feeling good about the work you do throughout the long, unheralded journey that may or may not wind up at the launch pad. You can’t view training solely as a stepping stone to something loftier. It’s got to be an end in itself.
Competence means keeping your head in a crisis, sticking with a task even when it seems hopeless, and improvising good solutions to tough problems when every second counts. It encompasses ingenuity, determination and being prepared for anything.
Early success is a terrible teacher. You’re essentially being rewarded for a lack of preparation, so when you find yourself in a situation where you must prepare, you can’t do it. You don’t know how.
To me, it’s simple: if you’ve got the time, use it to get ready. What else could you possibly have to do that’s more important? Yes, maybe you’ll learn how to do a few things you’ll never wind up actually needing to do, but that’s a much better problem to have than needing to do something and having no clue where to start.
The lesson: good leadership means leading the way, not hectoring other people to do things your way. Bullying, bickering and competing for dominance are, even in a low-risk situation, excellent ways to destroy morale and diminish productivity.
See, a funny thing happened on the way to space: I learned how to live better and more happily here on Earth. Over time, I learned how to anticipate problems in order to prevent them, and how to respond effectively in critical situations. I learned how to neutralize fear, how to stay focused and how to succeed.
That’s how I approach just about everything. I spend my life getting ready to play “Rocket Man.” I picture the most demanding challenge; I visualize what I would need to know how to do to meet it; then I practice until I reach a level of competence where I’m comfortable that I’ll be able to perform.
Anticipating problems and figuring out how to solve them is actually the opposite of worrying: it’s productive.
As I have discovered again and again, things are never as bad (or as good) as they seem at the time.
It’s never either-or, never enjoyment versus advancement, so long as you conceive of advancement in terms of learning rather than climbing to the next rung of the professional ladder. You are getting ahead if you learn, even if you wind up staying on the same rung.
One reason we’re able to keep pushing the boundaries of human capability yet keep people safe is that Flight Rules protect against the temptation to take risks, which is strongest when momentum has been building to meet a launch date.
Being forced to confront the prospect of failure head-on—to study it, dissect it, tease apart all its components and consequences—really works. After a few years of doing that pretty much daily, you’ve forged the strongest possible armor to defend against fear: hard-won competence.
While play-acting grim scenarios day in and day out may sound like a good recipe for clinical depression, it’s actually weirdly uplifting. Rehearsing for catastrophe has made me positive that I have the problem-solving skills to deal with tough situations and come out the other side smiling.
Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.
A lot of people talk about expecting the best but preparing for the worst, but I think that’s a seductively misleading concept. There’s never just one “worst.” Almost always there’s a whole spectrum of bad possibilities. The only thing that would really qualify as the worst would be not having a plan for how to cope.
An astronaut is someone who’s able to make good decisions quickly, with incomplete information, when the consequences really matter.
Having a plan of action, even really mundane action, was a huge benefit in terms of adaptation to a radically new environment.
It’s counterintuitive, but I think it’s true: promoting your colleagues’ interests helps you stay competitive, even in a field where everyone is top-notch. And it’s easy to do once you understand that you have a vested interest in your co-workers’ success. In a crisis, you want them to want to help you survive and succeed, too. They may be the only people in the world who can.
The best way to contribute to a brand-new environment is not by trying to prove what a wonderful addition you are. It’s by trying to have a neutral impact, to observe and learn from those who are already there, and to pitch in with the grunt work wherever possible.