The Road to Hell
THE ROAD TO HELL
John Baker, chief engineer of the Caribbean Bauxite Company of Barracania in the West Indies, was making his final preparations to leave the island. His promotion to production manager of Keso Mining Corporation near Winnipeg – one of Continental Ore’s fast-expanding Canadian enterprises – had been announced a month before, and now everything had been tidied up except the last vital interview with his successor, the able young Barracanian, Matthew Rennalls. It was crucial that this interview be successful and that Rennalls leave his office uplifted and encouraged to face the challenge of a new job. A touch on the bell would have brought Rennalls walking into the room, but Baker delayed the moment and gazed thoughtfully through the window, considering just exactly what he was going to say and, more particularly, how he was going to say it.
John Baker, an English expatriate, was 45 years old and had served 23 years with Continental Ore in East Asia, several African countries, Europe, and for the last 2 years, the West Indies. He hadn’t cared much for his previous assignment in Hamburg and was delighted when the West Indian appointment came through. Climate was not the only attraction. Baker had always preferred working overseas (in what were termed “the developing countries”), because he felt he had an innate knack – better than most other expatriates working for Continental Ore – of knowing just how to get along with the regional staff. After 24 hours in Barracania, however, he realized that he would need this entire “innate knack” to deal effectively with the problems that awaited him in this field.
At his first interview with Hutchins, the production manager, the problem of Rennalls and his future was discussed. There and then it was made quite clear to Baker that one of his most important tasks would be “grooming” Rennalls as his successor. Hutchins had pointed out that not only was Rennalls one of the brightest Barracanian prospects on the
John Baker, chief engineer of the Caribbean Bauxite Company of Barracania in the West Indies, was making his final preparations to leave the island. His promotion to production manager of Keso Mining Corporation near Winnipeg – one of Continental Ore’s fast-expanding Canadian enterprises – had been announced a month before, and now everything had been tidied up except the last vital interview with his successor, the able young Barracanian, Matthew Rennalls. It was crucial that this interview be successful and that Rennalls leave his office uplifted and encouraged to face the challenge of a new job. A touch on the bell would have brought Rennalls walking into the room, but Baker delayed the moment and gazed thoughtfully through the window, considering just exactly what he was going to say and, more particularly, how he was going to say it.
John Baker, an English expatriate, was 45 years old and had served 23 years with Continental Ore in East Asia, several African countries, Europe, and for the last 2 years, the West Indies. He hadn’t cared much for his previous assignment in Hamburg and was delighted when the West Indian appointment came through. Climate was not the only attraction. Baker had always preferred working overseas (in what were termed “the developing countries”), because he felt he had an innate knack – better than most other expatriates working for Continental Ore – of knowing just how to get along with the regional staff. After 24 hours in Barracania, however, he realized that he would need this entire “innate knack” to deal effectively with the problems that awaited him in this field.
At his first interview with Hutchins, the production manager, the problem of Rennalls and his future was discussed. There and then it was made quite clear to Baker that one of his most important tasks would be “grooming” Rennalls as his successor. Hutchins had pointed out that not only was Rennalls one of the brightest Barracanian prospects on the