Page 3 - The MIL Leadership Line: August 2024

Miles Rookard – Software Applications Analysis, Team Lead

The biggest challenge during the transition from a non-managerial role to a managerial role was
learning to let go of the need to “own everything” and becoming comfortable delegating tasks to
team members. Additionally, getting used to having tough discussions with team members was a
significant adjustment.
Having previously served in a Product Owner role, where I had to lead without formal authority,
made my transition somewhat smoother. I was confident in my ability to get work done, and
my approach didn’t need much alteration. However, on the HR and people management side,
I reached out to current leaders to discuss ideas, issues, and questions, which was incredibly
helpful.
One notable instance where I felt my new role had a significant impact was during our team’s
transition to an Agile approach. We were the first to use tools like Jira to track work and keep
projects moving. As a new lead, I empowered the team to take ownership of their work and
decline non-prioritized requests. This helped the team embrace the Agile process and trust that I
was protecting them from being pulled into too many projects simultaneously.
The bi-weekly team lead meetings, where leads discuss their roles and challenges, were
extremely helpful. Having the ability to ask questions of my management, Jamie Sapp and Brian
Fehon, was also beneficial. However, formal HR training on handling various situations and a
clear definition of the production expectations for team leads would have been useful.
For others about to make a similar transition, my advice is to ask questions of other leaders,
especially those who have been on the project or with the company longer. Acknowledge that
you don’t know everything and be open to change.

Penni Franks – Accounting, Team Lead
One of the biggest challenges during the transition from a non-managerial role to a managerial
role was allowing employees to fix their own errors instead of correcting them myself.
Additionally, it was difficult to step away from my previous duties as a Vendor Payment
Processor (VPP ) while taking on my new responsibilities as a lead.
To prepare for my new responsibilities as a manager, I adjusted my arrival time to meet
deadlines more efficiently. I also gathered necessary data from the share drive and the NASA/
NSSC Service Delivery Guide, making notes as needed. I reviewed files from other centers and
familiarized myself with the different application software used in my new role.
An instance where I felt my new role significantly impacted the team was when I used my dual
role as lead and VPP to offer process knowledge and suggest improvements in daily activities.
By reviewing the VPP process and how it integrates with the lead payment process, I provided
valuable feedback and identified ways to achieve more efficient results.
The support of my team was crucial during my transition. They were instrumental in my
training, and the well-informed information provided in the Service Delivery Guide was an
excellent resource.
For others about to make a similar transition, my advice is to be patient and give yourself ample
time to learn the new tasks and duties. Stay positive, even when mistakes occur, and use them as
learning opportunities. Remember, “Rome wasn’t built in a day.”

The Leadership Line | 3