A Former Astronaut Offers Work-From-Home Advice to Bankers

Michael Massimino is uniquely qualified to offer tips and encouragement to people working remotely because of the coronavirus pandemic.

He was an astronaut.

He’s been to space twice and holds a team record for the number of hours spacewalking in a single space shuttle mission. He was also the first person to tweet from space.

Massimino sees many parallels between the challenges he faced as an astronaut and the situation confronting office workers today.

Now a mechanical engineering professor at Columbia University, he has written books and articles and given talks about the qualities that underpinned his work: building trust, perseverance and working with teammates and customers.

The following interview has been edited for length, clarity and flow.

Isolation and Working from Home
My space flights were not long — two weeks at a time — but I was trained to go to space for longer periods of time. One thing we were concerned with was using free time well: There was a lot of photography, communicating with family and friends, and outreach about what it is that you’re doing in space.

It’s important to do your best to embrace the situation, even if it’s tough to accept. Try to make yourself understand, “This is the way it is. No matter how much I complain about it, it ain’t going away.” We have to learn how to embrace situations and see what opportunities are there for us.

Having a regular schedule helps. Getting exercise is really important. When we were training, we would exercise every day that our schedule allowed it and got outside to enjoy the beauty of the planet. In space, we could look out the window or during our space walks and enjoy the beauty that surrounds you. You can do that here on Earth too; don’t forget, we live on a beautiful planet. And it seems to be better to go outside than to stay in, as the virus goes.

The last thing about isolation is: Eventually we’re going to break out of this, so you want to try to make the most of it. We are away from the hustle and bustle of our daily lives right now; that’s the way it is in space as well. You can do some really thoughtful quiet thinking about what life is about while you’re in those situations.

Effective Team Communication
I speak to a lot of bankers. They’re used to collaborating and dealing with clients, and they approach that relationship in a way that they can’t do anymore.

When you train for spaceflight, you work with your instructors, flight controllers and flight director. You also work with your fellow crewmates, but they’re generally with you — unless you’re outside and they’re inside the spaceship.

We practiced communicating and working with people at a distance. The crew would be in a simulator, the instructors would be in one spot and the flight control team would be in the Mission Control center. We would practice communicating and relying on each other and hearing each other’s voices.

I did the “Capcom” communication job a lot as an astronaut. I always made sure that the crew in space knew that I was there for them, that I would keep them informed and let them know that we didn’t forget about them.

If I had trouble during my spacewalks, I felt really alone. “I can’t get to the hardware store to fix this. Who’s going to help me?” I had one particular problem on my last spacewalk that was a real issue — I stripped a screw or bolt trying to repair the telescope — and the crew came up with a solution.

Today, we can still do Zoom calls and even see each other. There’s a level of comfort and normalcy to the whole thing, and teams are still in place. All of the support team is still there, your clients are still there — and you’re supporting them. You can support someone else on your team but also reach out for support when needed.

Coming Back from Tragedy
I was on the flight right before the Columbia accident. We landed successfully; they took the ship the next time and didn’t come back.

That was pretty devastating. It was similar to the situation we have now: Life changes in an instant. We lost our friends and we had to console their families and deal with the loss of people. But it was also like: “What the heck has happened to the space program?” We had no intention of stopping the space shuttle program, but it was grounded to a halt, even though we had a lot of important work still to do.

We used the idea that we weren’t going to let our friends’ deaths happen in vain. We were going to continue the program and figure out ways to move forward with the space shuttle program. We didn’t fly all that much the first couple of years, when we were dealing with how to recover from everything, but we started flying again and were able to finish the space station build up and also service the space telescope once more. We continued the program until 2011.

But we had do everything with a different set of rules. The accident taught us a lot of things that we needed to change: We needed to inspect the vehicle, we need to be able to repair it if it had damage, we needed to have a rescue capability — all these things had to be developed over a period of years before we were ready to continue that program.

Accepting, Adjusting to Change
When something changes that drastic overnight, you react as quickly as you can, but you might not be able to get back into the flow of things. It was a different world that we lived with, and we did that for a finite time. That was one solution to the question of, “How do we get back to finishing what we started?”

The other thing was, what do we do beyond that? The longer-term issue was that we could not fly the shuttles forever. We were going to do it in a different process, in a different phase of the program, but we knew that it would end after a few more flights. We got another 20 flights or so, maybe a little less, and that was it.

The bigger solution was to come up with a new way to get to space. That was pretty drastic as well, dealing with that change. We didn’t want to be dependent on the Russian Soyuz forever, and a whole new idea developed: doing it commercial through private companies. Everyone was like, “You’ve got to be kidding me. NASA needs to do this. Only governments can do this. This will never work.”

A lot of people resisted the thought that we’d go back to space with private companies. But you had to get on board because change was coming. You might not like it, but you need to accept it. People were [upset] and many stepped aside because they weren’t onboard. But some remained to work on it and now look where we are: A much better situation than where we were. But that takes time.

There’s a lot of analogies here that applies to what we’re dealing with, particularly in the financial markets. The Paycheck Protection Program was really important, and banks played a huge role in helping their customers apply for that. But now banks are going through a lot of restructuring and a lot of uncertainty. It’s volatile — things go up and down — but you’ve got to persevere.

Even if you don’t love it, you need to accept it. Maybe after a while, you’ll think, “This was a good idea.” But it’s not easy. People don’t like change, especially when you we’re doing something you really liked and were successful at, and now you’re not doing that anymore. We were all forced into this pandemic. There’s certainly some bad — but most of the bad comes early. Most of the good comes later.

Combatting Employee Malaise During the Pandemic

The coronavirus pandemic has upended how people work, and how they feel about that work — changes that may persist over the long term.

While many companies have adjusted to working remotely, the uncertain duration of the pandemic has left some employees feeling a sense of malaise and listlessness. Bank Director reached out to Brendan Smith, who holds both a clinical therapy degree and an MBA, to learn more about how office workers, managers and business leaders can address these feelings and prepare for the future.

As “The Workplace Therapist,” Smith helps companies eliminate workplace dysfunction through workshops, executive coaching, consulting and content on his blog, podcast and books. This conversation has been lightly edited for length and clarity.

BD: What is your read of where the U.S. workforce is, five months into the coronavirus pandemic, based on what you’re hearing?
BS:
2020 has been an interesting year from the workplace standpoint. The biggest word I’m hearing from people who come to me is “motivation.” They’re not motivated anymore. Part of the reason why is they’re stuck. Every day is the same thing: coming down into their office, getting on the same Zoom calls at the same time. There’s no variety.

The other interesting thing that happened is that when people first started working virtually, they said, “I have all this free time because I’m not commuting.” Everyone realized that and started using what would have been commute time to schedule meetings. A lot of people I talk to have meetings starting at 7:30 or 8 in the morning, and have meetings that go all the way to 6:30 in the evening.

BD: A lack of motivation is also a problem for workplaces even in normal environments. What’s different about this broader lack of motivation?
BS:
The lack of motivation before was really tied to lack of growth: I’m not growing at the pace I want, I don’t have the right opportunities in front of me, I’m wanting something else. This is different. This lack of motivation is tied to feeling stuck or trapped: I don’t have options, I’m stuck doing the same thing over and over again, I can’t go out and explore. People feel like they’re out of options.

BD: Why is a lack of motivation detrimental to the workplace and why do employers and managers need to address it?
BS:
The lack of motivation results in people doing the bare minimum. That’s detrimental right now because everybody has things they need to be working on: pivoting, changing, adapting to survive. Survival requires more than the bare minimum. If everyone at your company is doing the bare minimum, you’re a sinking ship.

BD: What are you telling people dealing with this unique lack of motivation? How can people adapt or transition to this new environment and new reality?
BS:
What’s happening is that we thought things would come back to normal by this point but now, it feels more a rollercoaster: we’re going down another hill, and we’re not sure when the coaster will end. That uncertainty breeds anxiety, and it contributes even more [to the] feeling of [being] trapped.

Let’s talk about how you get out of this. There was a famous theologian at Emory University’s theology school named Jim Fowler who used to say “You want to give people hope and handles.” Hope and handles is the best antidote for the time we’re in now.

With hope — people need to anchor to something in the future that motivates and excites them. We know that there will be some kind of normal, at some point in the future. We just don’t know when.

What handles represents is “What can I do now?” In times of uncertainty, one antidote is clarity. While we can’t be clear on how things are going to look a month from now, we can be clear on this week. What’s something people can do this week that either leads them towards something they’re excited about in the future, or gives them what they need?

BD: Do you recommend fewer Zoom calls as well? Or is there anything that managers can do to bring hope and handles for their employees?
BS: Hope and handles is for everybody. But one thing that managers need to do in times of chaos is create more structure and consistency, while also mixing in some variety. Maybe it’s not always a Zoom call — I’ve been recommending people switch video calls into phone calls.

From a motivation standpoint, I think it’s healthy for managers to have some hope and handles conversations right now with members of their team, to help people reframe and feel a little more in control. Something like, “I know we’re stuck in this hamster wheel now, but when things get back to normal, what is one thing you want to either do more of, change or improve for your role specifically?” Or for something a little more structured, there’s a simple technique of asking three questions: Stop, start, continue. “What’s one thing that you think we should stop? What’s one thing we should start doing differently? And what’s one thing we should continue?”

The other thing I would say to managers is to really work on honoring and protecting boundaries. Boundaries are really important for us in life. The way technology has evolved has broken down all natural boundaries between work and home. For me, protecting boundaries is not doing work calls outside of certain hours. Managers need to recognize that everyone’s experiencing the blending of work and life now, and be respectful of people’s boundaries and the needs of their particular situation.

BD: I understand that a lot of the advice for helping people cope is to remind them of a more-normal future. But do you have any advice to help people become more comfortable with the ambiguity in the present?
BS: Let’s talk about this from a business or banking standpoint. There’s a school of thought that strategic planning is silly, because no one can see into the future and there are too many variables.

What you should consider doing instead is an exercise called “scenario planning.” You map out different scenarios and factor in the variables that may change; for example, rising or lowering Covid-19 infection rates. If it lowers and then everything gets to a healthy point, then what [does] the economy look like? If it goes up, what happens? If it stays flat, what happens? While you can’t predict the future, you’ve got enough different scenarios of what might happen so that when the future does start to unfold, you just map it to one of your scenarios.

It probably would not be unhealthy for managers to do a bit of planning with their teams on how they want to handle the remainder of the year. We’ve got enough months under our belt doing this virtual thing that it would probably would be a healthy exercise for teams to create a plan of how you want to operate, assuming that this is going to be the way that that we roll.