Isaacman’s Prime Directive: Recognize, Reward, Inspire

Keith’s note: this directive: “Workforce Directive: Recognize, Reward, Inspire” was sent out to all of NASA on 14 January 2026: “Achieving NASA’s world-changing mission requires the best from a talented, inspired, and mission-focused workforce.” [full memo below]

Cultural Emphasis:
Immediately, leadership across the agency, with the assistance of the Chief Human Capital Officer, will promote and embed the following principles across the workforce:

• Duty and Competence: Working at NASA is a privilege. To serve in the world’s most accomplished space agency, you need to be dedicated to excellence in your profession.
• Mission-Driven Intensity and Urgency: Maintaining a bias toward action and achieving objectives in support of the mission is the highest priority of every NASA Employee.
• Ownership and Accountability: We own our responsibilities and the outcomes. Every project, problem, part, and requirement has a clear owner.
• Recalibrated Risk Framework: We will ensure safety is at the forefront of our decisions but achieving the mission of NASA means accepting that some risks are worth taking.

To recognize outstanding contributions, reward excellence, and inspire future achievement, I am directing the following actions:

Recognize Performance:
Within 60 days, the Chief Human Capital Officer will:

• Conduct a full review of employee and contractor recognition and awards programs, including medals, to ensure the top performers are recognized. Areas of greatest consideration will be given to those with verifiable accomplishments in line with agency priorities including cultural transformation, leading in human space exploration, igniting a thriving space economy, and increasing the rate of scientific discovery and technology advancement.
• Perform a recategorized performance review of the workforce to restore meaningful performance differentiation. This should include recommendations on ways to further reward the workforce that receives the highest ratings, and improvement plans for those below the average. Ultimately this should set a new process and standard for how performance is evaluated at the agency.
• Establish a peer nomination system to recognize outstanding contributions from employees, contractors, partners, and aerospace community members.

Reward Achievement:
Within 60 days, the Chief Human Capital Officer will create or expand the following programs:

• A ride-along program in NASA aircraft through a nomination and approval process
• Mission launch observation opportunities
• Receiving “flown hardware” awards

Inspire the Next Generation:

• Expanded Flight Inspiration Program:
  Within 30 days, the chief of the Aircraft Capability Management Office will:
  • Develop clear execution plan to increase the use of NASA and affiliate aircraft for flyovers at launches, major sporting events, airshows, and national celebrations, to inspire the next generation.
  • Update the NASA website to promote flyovers and field inbound requests for inspirational missions. 
• Re-focusing NASA’s Story:
  Within 30 days, the Associate Administrator for the Office of Communications will:
  • Evaluate options to further consolidate NASA social media channels with the aim of delivering quality content over quantity, that prioritizes NASA’s most inspiring and transformational undertakings.
  • Develop a plan to expeditiously refresh and simplify the NASA website in line with agency objectives down to the Mission Directorate level.
  • Expand access and transparency to space educators, influencers, and media partners so they can document and bring the public along with the history NASA is making.
  • Increase the use of specialized cameras on launch vehicles, payloads, aircraft, and on the International Space Station (ISS) – including 360 degrees, smartphones, and immersive coverage – to more authentically capture and share NASA’s story. 

As a reminder, we shared a feedback form with you at the end of the year. This is for me to directly receive your feedback without any filters. Please use it and continue to use it to share your thoughts.

      Caption: Yesterday, I flew employees Ashley Scharfenberg and Daniel Forrestel from Kennedy Space Center in my F-5s. Ashley and Daniel represent the kind of talent and commitment that exist across NASA. Their flights are the first of many future opportunities to recognize and reward the people who show up every day to do hard things and change the world.

Jared Isaacman

NASA Administrator