Strap in, this could get uncomfortable

There are six truths about project management in Hidden Figures, the 2016 movie about the three brilliant African-American women behind the NASA mission that sent astronaut John Glenn into space, writes Richard Young

It is 1961. We are plunged into a world of racial tension in civil rights-era Virginia. Katherine Goble, a brilliant African-American mathematician, and her colleagues Mary Jackson and Dorothy Vaughan are harassed on the road by a white police officer. But he changes his tune once he learns they work at NASA…

Hidden truth 1: People have a range of biases – it’s complicated

In Hidden Figures, the cop has in-built bias against our heroines. But his hatred for ‘commies’ is stronger, and with Cold War tensions adding spice to the Space Race, his nationalism surpasses his racial prejudice. While that helps Katherine and friends, the broader message of the scene – and the film – is that conscious or unconscious bias is a barrier to delivery. It might look like you’ve overcome the issue. But you’ve not addressed the root cause of the problem.

Hidden truth 2: Necessity is the mother of inclusion

Sometimes, unconscious bias can be overcome by casting the net deliberately wide. In Hidden Figures, panic over the launch of the Soviet satellite Sputnik leads Space Task Group project leader Al Harrison (played by Kevin Costner) to hunt out smart people across the organisation. His HR people are so ‘desperate’ for talent that they finally look among the African-American women segregated in a distant meeting room designated for ‘coloured computers’.

Hidden truth 3: Diversity is not inclusion

Harrison is under pressure to deliver results fast, and he can’t wait for the hefty IBM electronic computer to be installed. So, overlooking ethnicity and sex, he gets Katherine in to check his team’s calculations.

Harrison gets it. While he detects the hostility towards Katherine from the all-male, all-white team, he states: “Everything we do matters. So this Space Task Group will be as advertised – and America’s greatest engineering and scientific minds are not going to have a problem with having their work checked.”

That doesn’t stop head engineer Paul Stafford and others being demeaning to Katherine, nor solve the problem of her having to walk half a mile to the ‘coloured bathroom’, hurting her job performance. Thankfully, that kind of segregation is seen as unacceptable today.

Hidden truth 4: Culture changes gradually

Through the experience of our protagonists, we gain insight into the emerging civil rights movement, racism in the US and the challenges of being a woman forging any career in the early 1960s, let alone one in engineering.

When the Marine pilot John Glenn (soon to be America’s first man in orbit) is introduced to NASA employees, he makes a point of greeting the segregated ‘coloured’ team, despite them being ushered away by a lackey. This is inclusive leadership in action: if golden boy Glenn values these women for their contribution regardless of colour, everyone should. These moments can shift culture.

The same is true for Mary Jackson, who is mentored by capsule designer Karl Zielinski. He stakes his credibility to demonstrate the value of her contribution – and, critically, encourages her to challenge barriers to become a fully fledged engineer on the programme.

This kind of mentoring on a project is always hugely valuable. But a word of caution for project leaders: it can sometimes be intimidating for a woman, person of colour or out LGBTQ+ team member to suddenly be expected to become a standard-bearer for that particular identity.

Hidden truth 5: The mission overrides all

In a key moment in Hidden Figures, Katherine is excluded from a critical discussion, where entrenched mindsets and limited skills are causing a freeze in decision-making.

But as Glenn’s orbital mission grows closer, there’s a shift. Time for the film’s killer line.

“There’s no protocol for a woman attending the meeting,” says Stafford.

“There’s no protocol for a man circling the Earth either, sir,” ripostes Katherine.

Ultimately, only Katherine’s maths genius can break the impasse in the discussions about Glenn’s re-entry coordinates – and the project overrides all other consideration.

Hidden truth 6: Embrace the new, retain the old

The film’s real goosebumps moment comes when, on the launchpad, Glenn demands that Katherine rerun the numbers for his ‘go, no-go’ flight decision – the new technology has been uncertain and he’ll only fly if she approves the coordinates. She does – and Harrison welcomes her into the control centre to witness the launch.

There’s a lesson here about great project managers knowing how to exploit all the skills in their teams. New technology will always have a place in project management. But good old-fashioned project management skills, instincts and human relationships are the factors that really make project teams effective.

How to build inclusive project teams

The NASA space programme was a pinnacle of national endeavour for the US in the 1960s. Despite segregation and other forms of institutionalised racism, the project leaders had to draw on the very best talent, regardless of sex or ethnicity. But most project teams are more discriminatory (in the truest sense of the word), and even in 2019 it takes a more conscious effort to be inclusive.

APM guidance on inclusive teams (see bit.ly/2GQBcrY) might not put someone on the moon – but it ought to ensure the team is focused on talent.

Bias training

This is designed to thwart unconscious prejudice (very few people think they’re racist or sexist; most of us are in some way) and to promote considered decision-making.

Inclusion nudges

These can raise awareness of, or hamper, bias – eg omitting personal details from application forms.

Cumulative action

This means having a shared vision, being transparent, and recording and reviewing diversity. These all help create a more inclusive culture.

Sponsors and mentors

These people can guide talent and boost its visibility.

Reverse mentoring

This means helping leaders understand the perspective of people from different sexes, races, social backgrounds or any other identity.

Teams

Our workforces are increasingly global and must work across cultures. A unique mix of insights, experience and backgrounds, adequately harnessed into high-functioning teams, accelerates solutions and innovation.

Engagement

In courting new and diverse talent, it is essential to engage with and not marginalise existing staff or team members, who may

feel threatened by the change. They are key stakeholders whose buy-in is essential.

Inclusive leadership drives the diversity and inclusion vision, ensuring it is holistic and well embedded, resulting in an inclusive culture that creates the desired sustainable change. Leadership is not the responsibility of leaders alone, but a possibility for all.