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CNN
13 minutes ago
- CNN
Axiom-4 astronauts discuss ‘trust' in NASA amid ISS leak
Axiom-4 astronauts from the US, India, Poland, and Hungary speak to CNN's Paula Newton about initial delays to the start of their mission, and why commercial space travel is so important.
Forbes
34 minutes ago
- Forbes
Flight Controller Steve Bales And Tension That Led To Man's First Step
Neil Armstrong steps into history July 20, 1969, by leaving the first human footprint on the surface of the moon. (Photo by NASA/Newsmakers) Getty Images In Part 1 of this interview series with former NASA Mission Control specialist Steve Bales, we covered his critical 'go' decision when 1201 and 1202 alarms sounded as the Apollo 11 Lunar Module was descending to the surface of the moon. We also covered Bales' ensuing 'fame' and the signing of autographs for the rest of his life. Here, in Part 2, we examine the last 2,000 feet of descent of the Lunar Module and the extensive preparation of the Mission Control team prior to Apollo 11's launch in 1969. Following are edited excerpts from a longer phone conversation with Bales. Jim Clash: It is well-documented that, at the last minute, Apollo 11 had to fly over a lunar crater and land on the other side of it, using precious fuel in the process. Take us through that. Steve Bales: [Flight Director] Gene [Kranz] had said no other abort calls below 2,000 feet, except for low fuel. The Lunar Module didn't have an accurate fuel gage. Neither did we on the ground. But when the tank got to a certain level - I think a minute and a half left - you would be alerted to start a stopwatch. Suddenly Bob Carlton, the engine controller, is running the entire program with a stopwatch. Some 400,000 people had made and supported the vehicle, with billions and billions of dollars of taxpayer money, and it's now all up to a guy with a mechanical stopwatch [laughs]. Bob calls '60 seconds,' and CAPCOM relays that to Neil [Armstrong]. Normally, in simulations, at about 600 feet the crew is gradually descending, but in this case they're zooming horizontally above the surface, and we have no idea why. Turns out they needed to land long because a crater with boulders was just under them. Neil had to pilot manually to fly over the crater. That takes more fuel, of course. Apollo 11 "Eagle" ascent stage from the command module during rendezvous in lunar orbit. The lunar module, with astronauts Neil Armstrong and Buzz Aldrin aboard, was making its docking approach to the command module following their historic landing on the lunar surface. Astronaut Michael Collins, pilot of the command module, made this photo. Bettmann Archive Next you hear, "30 seconds." I thought, "My God, we aren't going to make it." But then you see the contact light, meaning one of the vehicle probes has hit the lunar surface, followed by Buzz [Aldrin] saying, "Engine stop." Shortly after that, the historic call came down from Neil, "Houston, Tranquility Base here, the Eagle has landed." They only had 17 or 18 seconds of fuel left. That historic stopwatch, by the way, is now in the Smithsonian [National Air And Space Museum] in Washington, DC. Clash: Was anything special said to the controllers just before the Lunar Module started down? Bales: The [Mission Control] room was so tense you could cut it with a knife. I'm probably the most tense. I tend to get excited. Some of the older guys were a little cooler. So we were all sitting there, waiting for 15 minutes of blackout as the crew came around from the backside of the moon. Gene Kranz told the 30 or so of us to go from his radio loop to a special loop. His flight director loop was recorded and went around the world. This other loop, called conference, was private. After we all switched over, he said, "This is what we've waited our entire lives for. This is what we're going to do today. I have confidence in every one of you. I just want you to know this: However it ends, we walk out as a team.' Yeah, if I messed up, he was going to take responsibility, too, because he had picked us. Then he told us to lock all of the doors, because nobody was coming into or out of Mission Control until Apollo 11 either had landed, aborted or crashed. Clash: I realize most of the training you did was fairly intense. Any amusing anecdotes amongst all the seriousness? July 20, 1969: Edwin E. 'Buzz' Aldrin Jr., Lunar Module Pilot, During The First Apollo 11 Extravehicular Activity. (Photo) Getty Images Bales: The very first simulation we did was for a descent. I sat down and plugged into the console. Somebody came over and plugged in beside me. I looked up and saw it was [Director Of Flight Operations] Cris Kraft. He never did that with anybody. I was shocked. He knew how important this position was, knew the guidance guy would probably be in the hot seat during the actual mission. It was supposed be a normal simulation without any surprises. But, as we started down, the guidance system began deviating badly. When we got halfway down, I said, "Gene, abort," and the crew did it. Somehow, the program had been misaligned by a degree. Afterwards, Chris slapped me on the back and said, "Good job, boy!' I never saw him again. I think that was my training day, and I passed [laughs]. Another thing: As a controller, you learn to listen to at least four conversations at once, then pick out the one you really need to hear and ignore the others. I'm glad I lost that capability over time. I'd walk into a meeting or restaurant later in life and I could hear all of these people talking around me, what each was saying, and it started to bug me [laughs].
Forbes
42 minutes ago
- Forbes
How Teen Programs Offer Real Career Mentorship Beyond Resume Building
get real mentorship and experiences to help your career Katherine Meek's summer research project on the microbiome reinforced her passion for biology and opened her eyes to novel approaches in health improvement. The military child wasn't attending an expensive summer camp or paying for college prep courses—she was participating in a mentorship program through the Talaria Summer Institute. This free program pairs high school students with university researchers for authentic scientific work. This represents a significant shift in how organizations approach youth development in STEM fields. Rather than brief exposure experiences that primarily benefit participants' college applications, programs like Talaria Summer Institute are building structured pathways that develop young scientists while advancing genuine research. Why Traditional Youth Programs Fail at Real Mentorship Most teen programs promise career preparation but deliver little more than busy work. Students complete projects, attend workshops, and collect certificates—yet graduate without meaningful professional connections or practical skills that employers value. Traditional mentorship typically involves occasional conversations about career goals and general advice about work habits. While these interactions have value, they don't address the practical challenges teens face when trying to enter competitive fields or stand out in college applications. Scientific Mentorship Models That Advance Research In 2020, then-14-year-old Nora Sun, a WIT (Whatever It Takes) alum, launched the Talaria Summer Institute, demonstrating the significant impact that young leaders can have. Her creative approach to addressing gaps in STEM education reflects the entrepreneurial mindset she began developing through WIT, which has been fostering teen leadership and innovation since 2009. Talaria Summer Institute pairs high school students with professors, postdoctoral researchers, or Ph.D. candidates who specialize in the students' research interests. This one-on-one mentorship model offers personalized attention, resulting in genuinely immersive experiences. "Research drives the development of life-saving healthcare innovations," said Nora Sun, founder of Talaria. "However, it can be very challenging for students from underprivileged backgrounds who lack existing connections to break into research." During the program, participants meet with their mentor at least four times a month to work on a research project that culminates in a formal scientific research paper. Students then present their findings at the Talaria conference, and some are honored to have their work published in the organization's journal. Cross-Industry Mentorship: From Entrepreneurship to STEM Excellence The success of Talaria's mentorship model reflects broader trends in youth development programs. At WIT, which I founded in 2009, our internship and mentorship matching programs connect teens with meaningful work opportunities across various industries, from renewable energy startups to marketing agencies. Like Talaria's approach to scientific research, WIT participants work on authentic projects—building websites, managing social media campaigns, conducting market research—that create genuine business value while developing transferable professional capabilities. What sets both programs apart is their ability to combine accessibility with high standards. In 2022, Talaria accepted just 90 mentees from a pool of 700 applicants — a 13% acceptance rate — yet the program remains completely free to those selected. WIT takes a similar approach, keeping its programs accessible while still offering a rigorous, high-touch experience. Structured Mentorship Programs Remove Barriers While Maintaining Standards "My mentor and the program were very accommodating," said Katherine Meek, who completed her microbiome research through the Talaria program. "Talaria reinforced my love of biology and desire to improve health in novel ways that the general community hasn't yet considered." Talaria's model—completely free, flexible, and offering both in-person chapters and online options—was specifically designed to remove traditional barriers to research participation. This reflects a broader trend among successful mentorship programs: by removing financial and logistical obstacles, they open doors for talented young people to pursue opportunities regardless of their economic circumstances. At WIT, every applicant undergoes a personalized interview process, and participants receive professional development tailored to their specific entrepreneurial goals. Quality mentorship programs establish clear expectations, measurable goals, and accountability systems that ensure meaningful development occurs. Professional Network Building Through Strategic Mentorship Connections Talaria has collaborated with institutions such as MIT, Yale, NASA, NIH, the University of Toronto, and the University of Edinburgh, creating networking opportunities typically unavailable to high school students. Research papers from the program can be submitted with college applications to demonstrate authentic STEM interest, and select papers get published in Talaria's academic journal. This provides participants with genuine publication credentials that distinguish them from peers with only classroom-based science experience. To date, Talaria has worked with over 400 mentees from across the world through multiple program cycles. Unlike traditional volunteer programs, Talaria participants contribute to ongoing scientific research while developing professional capabilities. Talaria serves as the first research experience for 80% of mentees, and 95% report a significant increase in self-confidence following the program. These outcomes reflect the program's focus on authentic skill development rather than superficial exposure. The Future of Youth Development Through Authentic Mentorship Both Talaria and programs like WIT represent a growing recognition across industries that meaningful youth engagement requires structure, training, and authentic responsibility. Research supports this approach—studies show that structured youth programs with clear learning objectives and genuine community involvement produce significantly more positive outcomes than traditional volunteer tourism models. The programs also address criticism that professional opportunities often perpetuate inequality by requiring existing connections or financial resources. By removing these barriers, these initiatives create pathways for students who might otherwise lack access to career-building experiences. As more industries, including STEM, come to value cognitive diversity, programs that nurture young talent from a wide range of backgrounds have never been more critical. Teens benefit most from opportunities that blend rigorous academics or real-world work, meaningful mentorship, and hands-on projects — experiences that build skills and confidence long after college applications are done. For families seeking alternatives to traditional summer camps or part-time jobs, high-quality mentorship and internship programs stand out. They help students sharpen professional skills, strengthen their academic resumes, and explore possible career paths — all while contributing to real-world research, innovation, or business growth. What matters most is authenticity. The best mentorship programs give teens genuine ownership of their projects, offer thoughtful guidance, and establish clear goals. They don't relegate students to busywork or observation; instead, they invite them to make a real impact. When done right, these programs offer a competitive edge that makes the time and effort invested well worth it.
