Building Relationships and Not Taking Trust for Granted
This is Part 2 of the Safety and Mission Assurance (SMA) Leadership Profile featuring Nathan Vassberg, acting chief of SMA. It provides information about Vassberg's core values, leadership style and the qualities he looks for in new SMA leaders. Part 1, "Leading SMA Through Change," features Vassberg's professional experience and vision for SMA.
"I prefer timely decisions based on clear, boiled-down data rather than dragging things out when we have enough data to take action now."
Acting Chief of SMA Nathan Vassberg’s 35-year career has shaped him into a leader who blends technical depth with a big‑picture view of risk, culture and mission success.
His vision centers on continuing to promote SMA as a trusted, collaborative partner. To Vassberg, this means enabling smart, informed risk decisions; providing clear guidance through insight, oversight and surveillance; adapting to mission needs; and modernizing tools, policies and processes without compromising safety.
Vassberg brings a hands-on leadership style and hard-won lessons to his role. He aims to build trust with his colleagues by being honest and transparent, fostering engagement, and encouraging open dialogue. In addition, his decision-making style is backed with solid data.
“I prefer timely decisions based on clear, boiled-down data rather than dragging things out when we have enough data to take action now,” Vassberg said. “I ask a lot of technical questions; not to be the expert, but to understand the team’s decisions and sometimes to help guide those decisions.”
Values That Don’t Bend
Vassberg’s core values are clear: Integrity, honesty and transparency are non-negotiable.
“My dad drilled into me that your word is your bond,” he said.
Question his integrity, and you’ll find his only hot button, because he holds it so highly.
“I want honest, open communication and don’t worry about ‘chain of command,’” he said.
Humility is just as central.
“If you’re told you’re good too often, it can go to your head,” he says. “I’m not the smartest person in the room, and that’s valuable. I rely on the team to make us better.”
These values show up in small ways, like real-time feedback and frequent thanks. They also show up in big ways, such as insisting on credible risk narratives and taking ownership for decisions.
Vassberg believes in the leadership style, “Management by Walking Around.” He learns the most by informally spending time where his teams work: getting to know the team members, listening, asking questions and even handing out candy. He’s learned that this style ultimately creates trust.
“After a few months, something almost magical happens — people open up, and real conversations begin,” he said.
The qualities he looks for in new leaders include strong technical expertise, proficiency in SMA tools and techniques, and specific technical knowledge in systems or operations. However, he said the ability to build strong partnerships across the agency is equally important.
“I value individuals who can work effectively as part of a team, engage with others to find solutions and integrate themselves into programs and missions in a way that builds trust and influence,” Vassberg said.
He explained that influence comes not only from formal authority, but also through collaboration and credibility.
“Sometimes that means going against the grain or even raising formal dissent, when necessary,” Vassberg said. “But more often, it’s about guiding positive outcomes through constructive engagement.”
When talking about lessons learned, Vassberg is very candid.
“It’s usually the things that I don't get right that that teach me the most, and that’s probably true for all of us,” he said.
He gave an example of attempting to create a transparent culture with one of his teams, but he sat remote from them. He invited his team members to present any issue – big or small – so they could work through it. But a few months into the job, he realized that wasn’t working as well as expected. Important feedback was withheld, and the team didn’t improve as fast as it could have. The gap wasn’t technical, it was relational.
“I hadn’t built trust with them yet,” he said. “People are engaged and speak up when they know it matters, and when they believe they’ll be taken seriously.”
He learned the value of developing relationships from this experience.
"“Building trust takes time, and you shouldn't take it for granted.”
“Building trust takes time, and you shouldn't take it for granted,” he said.
In a big space enterprise, the line of sight from contribution to mission outcome can be long, so he works hard to shorten it. He wants to help colleagues see the impact of their work.
“It’s why I like to fix things around the house,” he joked. “You want to see the benefit of what you’re doing.”
He focuses on early, small wins in a project so people feel momentum. He offers real-time feedback so they know where they’re making a difference.
He advises new SMA professionals to find a mentor who challenges and inspires them.
“Build a coalition of people who excel in your field,” he said. “Spend time around them, learn from them and grow with them. Surround yourself with excellence, and you’ll rise to the occasion.”
He also shared these words of wisdom:
“Remember the saying: ‘If you want to soar like an eagle, don’t hang out with turkeys.’”
Fun Facts About Vassberg
- Vassberg grew up in a small community in the deep south of Texas and graduated high school with a class of 75. He has a large extended family with many cousins.
- Together, he and his wife have six children and three grandchildren.
- “I have a title but I’m really just Nathan,” he said. “If you call me Mr. Vassberg, I probably won’t answer.”
- Vassberg loved barefoot water skiing when he was younger and has a unique talent: “One time I surprised my team by riding my unicycle into the conference room at the start of a meeting.”