Latest news with #GeneKranz
Forbes
5 days ago
- Science
- 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].
Fast Company
20-05-2025
- Business
- Fast Company
6 ways effective leaders think like astronauts
I've served the NASA space program for many years as an adviser, research scientist, flight surgeon—and astronaut. My career has encompassed both in-flight and non-flight contributions to NASA, supporting space missions, space medicine, and research in advancing human space flight. Space exploration encompasses a fair amount of uncertainty by nature. The space program's early days were fraught with a number of crew losses, including the Apollo 1 mission, and the Challenger and Columbia space shuttle missions. The challenges of space flight were on full display during the Apollo 13 crew's near-disastrous mission on the way to the moon in 1970. We all know those infamous words: 'Houston, we have a problem.' But the determination of a mission control team led by flight director Gene Kranz—marked by the phrase 'failure is not an option'—ended in a successful mission. Anyone, though, can pick up smart leadership lessons from space travel, even if you're not headed to the moon yourself. Here's how the best leaders think like astronauts. Recognize The Power of Vision Every great leader starts with a vision. Whether you are leading a company, a team, or a personal endeavor, the ability to see beyond present circumstances and chart a course for the future is what separates extraordinary leaders from the rest. When I first dreamed of becoming an astronaut, I had no road map. The road ahead was full of uncertainty, doubts, and obstacles. After determining that doctors were needed in the space program, my pathway was set. My goal was to become a physician with the knowledge and skills to work in space. But I learned early on that it's not about having all the answers—it's about having the courage to pursue a vision, adapt to challenges, and inspire others along the way. In business, just as in space exploration, those who succeed are the ones who remain focused on their mission despite adversity. Turn the Vision into a Mission The mark of a good leader is their ability to transform the vision into tangible goals and objectives for the mission. We accomplish this at NASA through extensive training and mission preparation. The flight crew and mission support team dedicate countless hours to training in simulators and facilities, preparing for every scenario, whether it's smooth sailing or unforeseen challenges. They focus on identifying the critical factors for success, then conduct 'nominal' training for ideal outcomes and 'off-nominal' training to tackle potential setbacks. We have a saying in the Astronaut Corps: 'Fly as you train.' Training reflects conditions similar to those of the mission so we're best prepared for the unexpected. Once those conditions are clear, we set high expectations to drive high performance. People and organizations can achieve amazing things when they know what's expected of them. The most successful leaders embrace challenges, set high expectations, remain adaptable, and focus on the greater impact of their work. Let High Expectations Drive High Performance Leaders who expect mediocrity will get just that, while those who challenge their teams to push beyond limits foster excellence. On my second flight, STS–63 in February 1995, we had multiple challenges. During my spacewalk, my fellow crew member and I experienced unexpected extreme temperatures of -165°F at orbital night and +200°F during the day, which exceeded the temperature capability of the space suit. There were other malfunctions on the mission, like issues with critical equipment on the spacecraft that almost canceled our rendezvous with the Russian space station. NASA's training program assumes that astronauts must be prepared for the unknown. The same principle applies in business. Leaders must prepare their teams for challenges that may not yet exist, setting expectations that encourage innovation, accountability, and excellence. If you want to see growth in your organization, ask yourself: Are you setting high-enough expectations? Are you fostering a culture where your team is encouraged to reach beyond what they believe is possible? Success is often the result of leaders who challenge their teams to think bigger, work harder, and embrace bold ideas. Buckle into Resilience in Challenging Times One of the most valuable leadership lessons is understanding that failure is not the enemy—complacency is. Some of the best business leaders I have met share one trait: they're not afraid of failing. They see failure as feedback, as a necessary component of growth. I also had moments of uncertainty during my first flight—STS-55 in April 1993. As we were about to launch, one of the three main engines of the Space Shuttle Columbia failed 2.5 seconds before liftoff. Fortunately, the safety system worked, cutting the fuel to the engine while simultaneously putting out the ensuing fire. This event certainly got my attention, as we say when things don't go well. I'm lucky to be here today. During my astronaut training and missions, I faced countless setbacks. Physical demands of endless hours of spacewalk training underwater in the neutral buoyancy facility pushed me to my limits, technical challenges of microgravity simulation forced me to rethink strategies, and high-stakes flight simulations that exposed weaknesses I needed to improve. Had I let failure define me, rather than energize me, I would never have made it to space. Resilience is just as crucial for leadership in life and business. Markets change, competitors arise, and setbacks occur. The best leaders are those who are resilient and thrive to adapt, learn, and continue forward with an unwavering commitment to their goals. Maintain Confidence in the Face of Adversity Great leaders possess both confidence and humility. Confidence allows you to make bold decisions, take risks, and lead with conviction. But humility ensures that you remain open to new ideas, feedback, and growth. In my career at NASA, in venture capital, and as an entrepreneur, I've worked with some of the most brilliant minds in science, engineering, and business. The leaders who stand out are those who strongly believe in their abilities yet understand they don't have all the answers. They surround themselves with talented individuals, listen more than they speak, and remain adaptable in the face of change. In your leadership journey, have the confidence to make difficult decisions and the humility to recognize that leadership is a lifelong learning process. Build a Legacy of Impact After my time at NASA, I joined SpaceHab as an SVP and chief medical officer, contributing to one of the pioneering companies in commercial spaceflight. In 2002, I founded a venture capital firm focused on telemedicine and healthcare technologies. Later, I founded the Harris Foundation and Institute, which has been involved in math and science education for over 25 years. Leadership is not just about personal success—it's about the impact you leave behind. For business leaders, this means looking beyond profit margins and quarterly results. It means fostering a culture where employees feel valued, innovation thrives, and measuring success by long-term impact rather than short-term gains. Ask yourself: How do you envision the legacy you wish to leave as a leader? Are you investing in people? Are you creating a vision that extends beyond yourself? Leadership lessons from space Leadership is a journey of vision, mission, expectation, resilience, and confidence. The most successful leaders embrace challenges, set high expectations, remain adaptable, and focus on the greater impact of their work. As you lead your organization, your team, or even your own personal ambitions, remember that the key to success lies not in avoiding obstacles and uncertainty, but in using them as stepping stones to greater achievements.
