Leadership lessons from the Martian

Leadership lessons from ‘The Martian’

Posted on December 15, 2015 by The Churning — Leave a reply

Watching The Martian over the weekend I suddenly realised it contains a number of lessons

for leadership.
SPOILER ALERT: I won’t reveal the ending, but the following material does describe
the initial plot setup and then a little of what happens next.
In the story a NASA astronaut, Mark Watney, is left for dead on Mars. He wakes to find
himself still alive:

“Best I can figure, this length of our primary communication antenna broke off through my
bio-monitor and ripped a hole in me as well. But the antenna (and the blood, really) managed
to seal the breach in my suit which kept me alive, even though the crew must have thought I
was dead.”

Marooned alone, he centres and grounds, then makes sense of his situation:

“All right, though. That’s where we’re at… Stranded on Mars. I have no way to contact [the
departed spacecraft] … and even if I could it’s not like they could just turn around and get me
anyway. I have no way to contact Earth. And even if I could it would take four years before
[they] could reach me. I’m in the Hab, designed to last 31 days. If the oxygenator breaks
down I’ll suffocate. If the water reclaimer breaks down I’ll die of thirst. If the Hab breaches
I’ll just kind of explode. If none of those things happen I’ll eventually run out of food and
starve to death. So… yeah.”

It’s a situation that would create inner churning in the strongest of us.

But Mark is a trained astronaut, so having centred and grounded he reviews his opportunities
and chooses the one that is best for him, over the long term:

“All right. Let’s attack the problem. Surface mission was supposed to take 31 days. For
redundancy they sent food to last for 56 days, for six people. So for just me it’ll last 300 days.
I can stretch that to 400 if I ration. Ares 4 team arrives in four years. So… I’ve gotta figure
out how to grow three years’ worth of food. Here. On a planet where nothing grows…

“Luckily I’m a botanist…

“Mars will come to fear my botany powers.”

Even though the likelihood of success is low, he creates a vision that will inspire him to do
what needs to be done. Whether or not it succeeds.

Then, to actually get home, Mark Watney is entirely reliant on others. He cannot force or
control them to do what he needs.

Without giving away any more of the plot, the eventual plan to bring him home relies on
other people going through this exact same process: centre & ground, make sense of the
situation, decide what is in their own best long term interest, then choose an inspiring vision
of what that will look like for them. Looking back I count this happening not once but five
times during the movie.

We hopefully never find ourselves in a situation as extreme as Mark Watney. But we can all
learn from the way he goes about responding to it.

The seven chapters of Inner Leadership provide tools for how to:

1. Centre and ground
2. Make sense of the situation
3. Examine the alternatives
4. Choose the best long term solution, not necessarily the easiest
 5. Check that against your purpose and values
6. Create a vision that inspires you and others to make it happen
7. Know how to manage the bumps along the road
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Leadership Lessons Learned from The

Martian by Andy Weir
 Published on September 28, 2015

Omar Luqmaan-Harris

Author of The Servant Leader's Manifesto and Leader Board: The DNA of High Performance Teams

75 articles Follow

I have to thank my friend Thomas for gifting me this amazing book,  The
Martian a few weeks back which inspired this post. This article is also  slightly
spoilery so feel free to see the movie or read the book before reading this post.
This week's latest Hollywood blockbuster release is The Martian starring Matt Damon
which will come out on October 2nd in theaters everywhere (and I will be there opening
day!). Luckily, I was gifted the book recently and over the course of 3 days devoured the
story of Mark Watney - an astronaut (and botanist) who gets stranded on Mars by his crew
after a freak accident. I imagine the Hollywood pitch went something like this:
The Martian is  Castaway on Mars with Matt Damon playing the Tom Hanks
character (but minus Wilson).

After reading the book, the basic plot lines are quite similar in terms of the man gets stranded
due to a freak accident and has to best nature to survive through-line, but that's where the
similarities really ended for me.

The Martian is actually one of the best (and most entertaining) tales on leadership I have read
in recent years. Now, I'm certain that author Andy Weir did not intend to write a great
leadership fable, but inadvertently, that's what he has done. This is because leadership starts
from within and is manifested via situations requiring its direct application. You don't
become a leader because you are given the title of manager, director, Vice-President, etc etc.
You become a leader the moment you have to exert your personal will to overcome a set of
circumstances.

In the book, Mark Watney is not the captain of the crew who goes to Mars. He's not even
second in command. Heck, by his own admission - he's the very lowest ranked member of the
crew! When this crew gets caught in a dramatic sandstorm and forced to evacuate the planet
after only 6 days, Mark is speared by an errant antenna and presumed dead by his team who
just barely make it off the surface themselves. They blast off back into orbit leaving Mark
face down in the Martian dust. Miraculously, he awakens and then the fun really begins
because he has to perform an emergency patch on his oxygen depleted suit and then figure
out how to survive on Mars for up to 4 years with a habitat designed to last 31 days, a food
supply of 12 months, and a planetary environment that is built to kill him. I'm not going to
spoil all the ingenious and practical methods Mark employs to survive nor all the interesting
ways Mars tries to kill him, but what I do want to capture are five key leadership takeaways
from his journey.

1. Training begins where contingency planning ends - NASA is full

of brilliant people who get paid to dream up as many scenarios as
possible and then execute targeted plans for each. But they operate
within the constraints of resources, budgets, and time. Mark Watney
comes face to face with many of these realities while trying to
survive on Mars and has to improvise solutions based on his
training. His training saves him where NASA's brilliant planning
cannot - they simply could not have anticipated many of the
circumstances within which he finds himself. But because he is so
well trained, he has the skills and knowledge to take him where
planning cannot.
2. Applied talent is a lifesaver - In addition to clearly possessing the
problem-solving talents of ideation, learner, and analytical (coupled
 with the execution abilities of focus and belief), Mark Watney is a
botanist, and this special skill allows him to figure out how to grow
potatoes on the dead soil of Mars, thus extending his food supply.
We all have unique talents and abilities. The question is how many
of us are not only aware of these abilities but also applying them on
a daily basis to thrive, despite the conditions?
3. Negativity kills but control cures - Mark Watney's first reaction
upon surviving the antenna impaling is to consider how dire are his
circumstances (a normal enough reaction considering his
predicament). He becomes nearly paralyzed by negativity to the
point that he loses an entire day. He takes the night to sleep on it and
then wakes up with a far more proactive mindset and gets to figuring
out how to transform his situation from dire to doable by focusing on
what he can control. And he remains consistently proactive enough
to ensure his survival despite nearly insurmountable odds to the
contrary.
4.  Incentivizing the RIGHT behaviors leads to RESULTS - One of
the ways Mark Watney is able to keep himself going day after day is
to give himself a full meal allocation on the days where he has
worked really hard (he is only supposed to eat a 3/4 meal ration
everyday to make the food last until someone can rescue him). He
doesn't do it on the days where he's depressed or lacking motivation
- only when he has earned it. And this small incentive drives him
forward. We all need little positivity boosters to help us keep going
sometimes. The key is to use these incentives to drive the behaviors
that help you achieve your objectives.
5. Hope is not a strategy, but it doesn't have to be - It would be easy
for anyone in Mark Watney's situation to quickly lose hope of ever
being rescued or ever seeing another human face again. But Mark
Watney possesses a reservoir of belief in not only himself but also
his team that makes it possible for him to keep fighting for survival
day after day. Hope can be a motivating force that makes you strive
for more. And who can't use a little extra motivation in their day to
day? It's important to use hope as the motivating fuel that drives you
toward your goals and not think of hope as some miracle that will
save you from yourself. As the saying goes - hope for the best, plan
for the worst, and prepare to be surprised!
I strongly recommend The Martian for anyone who loves a great science fiction novel but
also anyone who wants to learn more about a pure example of leadership - the leadership of
one's self. I hope this article didn't spoil the book or the movie too badly! Give the article a
 thumbs up or comment if you agree with the points and/or enjoyed this novel as much as I
did. And please join the growing leadership tribe on twitter.
https://www.linkedin.com/pulse/leadership-lessons-learned-from-martian-andy-weir-luqmaan-harris/

4 Down-to-Earth Career Lessons From

'The Martian'

Nancy CollamerContributor
Next Avenue
Contributor Group
Retirement
Retirement coach, author and blogger for NextAvenue.org

“At some point everything will go south.”

So says astronaut Mark Watney, the lead character in the blockbuster

movie, The Martian. Without revealing too many details here, suffice it to
say that Watney (played by Matt Damon) knows adversity all too well.
During the film, he is presumed dead on Mars and is then abandoned by his
crew following a violent storm there. Cut off from contact with NASA, and
left with meager food supplies, Watney struggles to survive until help can
arrive.

Besides being an engrossing film, The Martian is a story about how

creativity, teamwork and dogged determination can help us triumph
against overwhelming odds — at work and in our personal lives.
(More: 5 Career Lessons From a Pioneering Female Astronaut)

After seeing the film, I wanted to pass on what I think are its four key
lessons that can help you deal with work challenges and frustrations:

1. Break big tasks into manageable pieces. Watney faces a multitude

of life-threatening challenges, but rather than allowing the problems to
overwhelm him, he systematically divides them into smaller tasks and then
works through them step-by-step-by-step.

For example, after inventorying his dwindling food supply, he realizes he

must find a way to grow food. Mars, of course, isn’t exactly a farmer’s
paradise.

Yet despite the lack of water and soil, Watney deploys his expertise as a
botanist to concoct water and a fertile growing environment. He then
carefully computes how many potatoes he can eat each day to survive,
adjusting his calculations as circumstances change. “Do the math” becomes
his mantra.

The takeaway: Emulate Watney’s divide-and-conquer approach

to problem-solving. Whether you’re juggling an endless to-do list at work or
hunting for a job, it’ll be less daunting if you break large problems into
smaller action items and then tackle them one by one.

So if you’re looking for work, for instance, instead of just thinking “I need a

job,” write down the specific steps involved and parcel them out. Week One:
revise resumé. Week Two: Edit LinkedIn profile. Week Three: Draft a cover
letter…

As Watney concludes at the film’s end: “You solve one problem. And then
you solve another. And then another. Solve enough and you stay alive.”
2. Cultivate positivity. Faced with a litany of unimaginable hardships,
nobody would fault Watney if he fell into a hopeless depression. But rather
than give up, our hero displays an inspiring mix of logical thinking, plucky
determination and irreverent humor. Watney is a natural optimist and
keeps his spirits up by listening to disco music, exchanging witty e-mails
with NASA and taking time to admire the natural beauty on Mars.

(More: 6 Ways to Cultivate Positive Thinking)

Admittedly, his relentless cheerfulness is a bit grating at times (even when

staring death in the face, he does so with a smile). Yet, it’s impossible to
argue with the underlying message that a positive mindset is an invaluable
asset.

In fact, research in the field of applied positive psychology confirms that a

positive mindset is critical to success in many areas of life – including work.
In a 2012 Harvard Business Review article, positivity expert Shawn Achor
wrote: “Research shows that when people work with a positive mind-set,
performance on nearly every level—productivity, creativity, engagement—
improves.”

The takeaway: Fortunately, even the worst skeptics among of us can

improve our positivity muscles with a little effort. Even the smallest
changes to your daily routine — exercising regularly, cultivating an attitude
of gratitude and limiting your exposure to negativity — can significantly
enhance your overall outlook on life and your performance on the job.

3. Embrace diversity in the workplace. The crew aboard The

Martian’s spaceship includes two impressive women; one is the
commander and the other is the resident computer genius. The NASA and
Jet Propulsion Laboratories staffs, in the movie, come from a wide variety
of backgrounds (Asians, Indians, African-Americans…) and ages.
In short, this movie highlights how a diversity of sensibilities and life
experiences can help foster optimal outcomes.

At one pivotal juncture, the unknown young astrophysicist Rich Purnell, an

African-American who fits every nerd stereotype imaginable, comes up with
a brilliant solution to help bring Watney home. At another, a Chinese male-
female duo team up with NASA to secure the needed technology for the
mission.

Sadly, we don’t often see this level of workplace diversity in real life,
especially regarding women and STEM careers. But perhaps art will
eventually inspire life. As Jessica Chastain, who plays the strong and steely
Commander Lewis, recently told The Hollywood Reporter, “I'm hoping
with Interstellar and Gravity and now The Martian that young girls are
gonna watch this film, and they're gonna want to go to Mars... And we'll
open up a whole new career path for girls who didn't think it was a
possibility.” I hope Chastain is right.

The takeaway: We can all do more to promote diversity in our

workplaces. Small actions can have big impact: Go to lunch with your
younger (or older) colleagues. Speak up when you see discrimination. Plan
social events that appeal to a diverse audience. And when faced with a
difficult challenge, reach out to new and diverse sources. You might be
amazed who will ultimately provide a why-didn’t-we-think-of-that-before
solution.

4. Pursue meaningful work. The belief that he is doing important work

for a cause larger than himself helps Watney find joy and meaning in an
otherwise bleak situation.

He exudes great pride in being the first person to do any number of things
on Mars. “Everywhere I go, I'm the first,” he exclaims. “The first guy to
spend more than 31 sols on Mars. The first guy to grow crops on Mars.
First, first, first!” In a particularly heartwarming moment, Watney blurts
out: “They say once you grow crops somewhere, you have officially
colonized it. So, technically, I colonized Mars. In your face, Neil
Armstrong!”

Ultimately this “it’s bigger than me” perspective helps Watney come to
terms with the very real possibility that he might not make it back home
alive. Towards the end of the film, he drafts a note to his parents saying (in
essence), “If I die, I’m dying for something big and beautiful. I can live with
that.”

The takeaway: Watney’s note is a poignant reminder that we all need to

figure out what we find most meaningful. Once we do, we can find ways to
infuse more meaning into work (even if that requires finding a new job).
While no job is perfect and every workplace has challenges, when you
believe in the value of your mission, the problems will feel far less
overwhelming.

Go see this movie – I think you’ll be inspired.

Nancy Collamer
Nancy Collamer is a retirement coach and author of Second-Act Careers: 50+ Ways to Profit
From Your Passions During Semi-Retirement. Sign up for her free second-act careers workbook
and newsletter on MyLifestyleCareer.com and connect on Twitter @NancyCollamer
 Read Less
https://www.forbes.com/sites/nextavenue/2015/10/22/4-down-to-earth-career-lessons-from-the-
martian/#48620fe11859

Lessons from The Martian: Why

Leadership Development Needs to
Evolve
Is your organization prepared to meet the
challenges of the future with an evolved and
enhanced leadership perspective, or are you
using the “same old, same old” mind-set and
competency model?
Posted to:

3.5 of 5

Have you seen the film The Martian starring Matt Damon?  I have and it’s a
nail-biter!  While watching all I could think about was leadership – an
occupational hazard, I’ll admit - and how it was played out for better or worse
by the characters.  Each encountered seeming impossible and inconceivable
obstacles and how they chose to rise to the challenge disclosed both their
internal character traits and constitution for leadership.  

This film raised a question for me.  How often do leaders in our organizations
face seemingly impossible problems? And more importantly, how will
leadership evolve in the 21st century to meet these extraordinary challenges?
This reminded me of a client – a global pharmaceutical company - that was
struggling with this exact issue. Although the organization had a long-term
commitment to leader development, the leader competency model and
leadership development program they were using had failed to deliver desired
results.  Leaders coming through the program felt it did not meet their needs.
In addition, program metrics, such as promotion rates and performance
scores, were declining. Ongoing reorganization, divestiture, acquisition,
changing employee demographics, and other real-time business challenges
were derailing the organization’s good efforts and sizable investment in
developing future leaders. 

What about you? Is your organization prepared to meet the challenges of the
future with an evolved and enhanced leadership perspective, or are you using
the “same old, same old” mind-set and competency model? 

The leadership ecosystem continues to evolve.

You may be thinking that leadership skills and capabilities are evergreen,
regardless of context and circumstance. What’s to evolve?  Let me share my
perspective.  What constitutes effective leadership has evolved drastically
over the last 100 years and continues to do so, as the nature of work,
employee demographics, and economic contexts change. In research
conducted by Right Management, we’ve documented epic shifts in how our
client organizations and their employees approach work. Organizations are
 demanding more from employees as macro pressures, such as increased
competition, economic pressure, and complexity drive work necessities. At the
same time, employees are demanding more as talent shortages increase their
ability to dictate the terms of their employment. In fact, in a recent
survey conducted by Right Management the changing relationship between
employer and employee was rated as the trend having the greatest impact on
organizations in 2016.  

How is your organization doing in the midst of this leadership

evolution?
A surprising finding emerged from Right Management’s upcoming
research with global organizations and business academicians. Organizations
are not doing well with this leadership ‘evolution’ – specifically, they are
challenged to anticipate the ‘next’ iteration of effective leadership and its effect
on employees and organizations. Most alarming is that organizations feel they
are losing ground due to the inability to vision forward leadership and are
falling back on outdated leadership models and methods. 

21st Century leader effectiveness – this time it is different! 

Let’s look at how the changing world of work is impacting organizations:

 Rise of the portfolio employee.  How do you engage employees whose

goal is to build a portfolio career and will change organizational loyalties as
needed to advance their skills and experience?  Who may even work for
multiple organizations simultaneously? How do leaders drive engagement in
this transitory environment?
 Teams are more sustainable than organizations. As teams – and
particularly virtual teams - become a focal operating unit within the flux of
organizational restructuring, how can leaders best manage team dynamics,
cohesion, and continuity, as the organization constantly evolves around
them? 
 Transforming and maintaining workplace culture as a key element for
engagement. As it becomes apparent that workplace culture is the “X Factor”
for employee engagement and productivity, how can leaders impact this
intangible force? How does a leader shape a culture that fosters agility,
transversal cooperation, and passion for success?

Quite a list of leadership challenges and this is not exhaustive by any means!
Along with the shadow of certain uncertainty, your leaders may also be
stressed by:

 Working around talent shortages and talent skills mismatch 

 Integrating relentless technology innovations 
 Prioritizing in the face of information overabundance
 Dealing with chronically low levels of employee engagement
 Managing in a multi-generational workforce 
 Handling increased complexity
 Managing paradox and contradiction

Traditional models just won’t work anymore. 

Addressing these challenges requires a change – an evolution in what
constitutes effective leadership.  

You may be wondering what action the global Pharma client took once they
acknowledged the inadequacy of their leadership development model? They
took a pragmatic look at current and future business demands and reworked
their leader profile to reflect 21st century necessities. From this emerged a
more relevant strategy that focused on identifying and developing capabilities
in four key areas: to lead through complex work systems, to build virtual
teams, to manage conflicting priorities, and to foster a culture of agility,
resilience, and transformative employee engagement.

In my next blog, I’ll discuss what the next-level leader looks like and how
building a relevant vision-forward leadership team can be achieved.
 
Related Articles:
Developing a Highly Successful Leadership Team 
10 Questions to Improve the Results of Your Global Leadership Development
Program 
 
Author: Shirley M. Mayton, PhD, SPHR, SHRM-SCP, Managing Consultant, Talent Management
May 02, 2016

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