Leading through barriers: Lessons from “Hidden Figures”.
Hidden Figures, a biographical film directed by Theodore Melfi, journeys through the plight of African American female mathematicians and their struggles to contribute their talent to America’s space program at NASA’s Langley Research Center, during the Jim Crow era.
The film showcases Mary Jackson, Katherine Johnson and Dorothy Vaughan as they worked towards ensuring America’s success during the height of the Space Race. While some saw Jackson, Johnson and Vaughan as black females who needed to be labelled and put into segregated boxes, these women focused on channeling their brilliance, persistence, resilience and dedication to NASA’s mission — sending an American safely to the Moon and back.
Jackson, Johnson and Vaughan were highly driven to contribute their talents, while working through, over and around barriers. These women did not have senior leadership positions; however, I was struck by 3 key leadership qualities that shone through them.
1) They courageously confronted and challenged the status-quo.
Mary Jackson had to confront and challenge the status-quo in her bid to become an engineer. Jackson petitions for permission to attend an all-white school, in order to pursue the required courses to become an engineer.
In her exchange with the Judge, Jackson asks very poignant questions:
“I plan on being an engineer at NASA, but I can’t do that without taking classes at that all white high school, and I can’t change the color of my skin. So I have no choice but to be the first, which I can’t do without you, sir. Your Honor, out of all the cases you’re going to hear today, which one is going to matter a hundred years from now? Which one is going to make you the first?”
Going against the grain of his time, the judge grants Jackson permission to take the required courses in an all-white school. Jackson’s efforts yielded results; as she completes the required courses, gets a promotion and becomes NASA’s first black female engineer.
By confronting the status-quo Jackson became a trailblazer and lit the torch to a path for others to follow.
2) They tirelessly questioned being excluded.
Katherine Johnson, a brilliant mathematician who worked on the calculations required for John Glenn’s successful 1962 launch to orbit, questions why she is not allowed to attend high level briefings, which are directly related to her work.
Johnson’s exclusion from key meetings and briefings on her work quickly became a challenge, as decisions that directly impact her work were being made in her absence; thus, hampering her effectiveness.
When she is told that “there is no protocol for women attending”, she continues to question why she is excluded from the briefings until she is finally allowed to attend the briefings.
Johnson’s actions led to change and opened the door to inclusion.
3) They empowered others.
Dorothy Vaughan took on a mentorship role and supported the women of the “West Computing” unit, who spent all day crunching numbers. Throughout the film, we observe as she encourages women to pursue promotions, she teaches herself new technology and helps the others transition to the new computer system. She staunchly supported the talent of other women and empowered them to take on even bigger challenges.
For example, in the exchange below, when Katherine Johnson questions her ability to take on a bigger role, Vaughan quickly reassures Johnson of her abilities:
Johnson: “Truth be told, Dorothy, I don’t even know if I can keep up in that room, I’ll be back with the computers within the week, or out of a job entirely.”
Vaughan: “Oh, please, you’re better with the numbers than anyone in that room, Katherine, and you know it. Just make that pencil move as fast as your mind does, you’ll be fine.”
By empowering others, Vaughan watered the seeds of resilience within others who went on to grow and have blooming careers in NASA.
I left the theatre with thoughts about the potential number of Mary Jacksons, Katherine Johnsons and Dorothy Vaughans, whose talents were never fully unleashed due to the leadership gaps within organizations? What if the leadership structures within organizations tirelessly questioned employee exclusion, courageously confronted and challenged the status-quo and empowered employees?
