THE DECISION
Sean Patrick Hazlett
For years, business leaders from Mars to the Kuiper Belt have been asking me to outline my principles on leadership, especially as they relate to the 2259 Terran Crisis. When the editor of the New Harvard Business Review first approached me for this article, I was reluctant to open old wounds. The Decision was a tough and controversial one. I ultimately agreed to pen this piece because our society is still in desperate need of good leaders. This article outlines the principles that guided my actions during the nineteen-year period leading up to the Decision.
1. Perception Is Reality
The hardest lesson I’ve ever learned began with an intricate deception. In 2240, Mars Colony was on the verge of rebellion. Earth Protectorate, or E.P., had required every Terran between the ages of eighteen and sixty to take a battery of tests on spatial reasoning, emotional intelligence, physical fitness, analytical ability, and psychological stability.
None of us knew why. We just did what we had to do. Like any young person aspiring to greatness, I strove to do my best. I scored high enough on the tests to get a one-way ticket to the Red Planet. Yet, my friend Lily, who by all rights was much more intelligent and accomplished than I, did not. It was only much later that I discovered why.
At the time, Mars Colony had crippling labor shortages in all areas from habitat management to waste disposal. Even worse, the corrupt corporate syndicate running Mars was not operating at peak efficiency. Rather than scuttle the operation as a sunk cost, the E.P. had caved in to Martian demands by sending the colony more labor.
The burons at E.P.’s New York headquarters showered the successful candidates with praise. The E.P. Secretary General himself met with a group of the twenty most promising management candidates, including me. To this day, I remember his words: “You all have a solemn responsibility to restore order on Mars. In doing so, you will be performing a patriotic duty for Earth.”
I never bought his appeal to selfless service, but one thing he said caught my attention: “This is a once-in-a-lifetime opportunity to bring order to a world on the brink of chaos. You will be remembered as Mars’s founding mothers and fathers.”
Despite being a career buron, the Secretary General was the best salesman I’ve ever encountered. He could have sold leprosy to a fashion model. His smooth talk and gregarious style, coupled with an expensive suit replete with diamond cufflinks, belied an underlying gravitas impossible to ignore. I was in awe of him.
Soon I began to see opportunities for shaping Mars’s future that I hadn’t considered before. I imagined myself as a power broker bridging Terran and Martian society. What Rockefeller was for oil, and Carnegie for steel, I would be for interplanetary commerce. These thoughts of a bold future invigorated me.
It wasn’t until I signed up for a lifetime contract and sat inside a space elevator festooned to a floating anchor station in the southwest Pacific that I’d begun to suspect I’d made a terrible mistake. The elevator, with its multi-decked promenades, had one uniformed officer for every ten passengers. It was an unusual level of security for an off-world excursion.
Despite my unease, I sat in my assigned seat on the space elevator’s twelfth level, heady with dreams of a future on the red frontier. A brutish Asian man with a shiny bald crown and goatee shattered my lingering delusions of grandeur.
He grabbed my shoulder and demanded I stand. I stood up, expecting him to shuffle past me and take a seat nearest the wall. To my chagrin, he sat in my assigned seat. When I told him so, he pawed at my breasts and then forced me to the floor. If one of the uniformed officers hadn’t rendered him unconscious with a shock lance, I might not have lived to tell this tale.
While I lay on the steel grated floor, I looked up at the officer and asked him why I’d been assaulted. He just shook his head and said, “With this many convicts heading to Mars, we expect outbreaks of violence.”
Dumbfounded, I said, “Convicts? I’m not a convict.”
The officer just smiled and said, “No. Not yet at least.”
It was at that moment when I had an inkling that the E.P. viewed my leadership style with fear and suspicion. It was also the first time I began to understand why the Protectorate sent us to Mars.
While I’ll get to that soon, the early part of my journey to Mars taught me that perception is everything. So much so, that an E.P. buron‘s cheap charm persuaded me to travel tens of millions of miles from a comfortable home on Earth to a hardscrabble, desperate world on the brink of rebellion. In business, form is function. You can be the most skilled musician in the solar system, but if you cannot deliver a great show, you are nothing.