How I Love My 80 Percenters

Don't ever take your support staff for granted. By support staff, I mean the people in personnel, logistics, and finance; the ones who can make things happen with a phone call or a signature, or by the same token frustrate you to no end by their inaction; these are people you must depend on. I've spent a lot of time thinking about how to cultivate relationships with my support staff that work to the advantage of both of us. The most important thing that have learned working with people, any people--and I will tell you how I learned this in a minute--is there are some folks you just can't motivate, so forget it, don't try; others you certainly can with a little psychology and some effort; and the best of the bunch, what I call the 80 percenters, you don't need to motivate because they're already on the team and performing beautifully. The ones you can't change are rocks. Face up to it, and just kick them out of your way. I have a reputation with the people who don't want to perform or be part of the team. They don't come near me. If someone's a rock, I pick up on it right away, and I will walk around him or her to find someone better. The ones who can be motivated I take time to nurture. I consider them my projects. A lot of times these wannabes are people who want to help but don't know how. Listen, you can work with them. Lots of people in organizations have the mindset that all that matters are the regulations. God forbid if you ever work outside those regulations. They've got one foot on that regulation and they're holding it tight like a baby holds a blanket. What you're looking for is that first sign that their minds are opening. Usually you hear it in their vocabulary. What used to sound like "We can't do that ... the regulations won't allow it ... we have never done this before," well, suddenly that changes to "We have options ... let's take a look at the options ... let me research this and get back to you." The 80 percenters you want to nurture too, but they're already on the team. The 80 percenters know the regulation, but if there is a problem because of a regulation, they will still tell you, "Don't worry about it, I've got it under control." These people don't see themselves as guardians of the regulations. Instead, they see themselves as customer service representatives. Two 80 percenters on my team are Hettie Courtney at Goddard Space Flight Center and Debbie Randall at NASA Headquarters in Code B. Thank you, ladies, very much. You are the best.