What Would You Do? Work Hard, Play Hard Atter graduation you obtain a management position with a rapidly prowing start-up preparing for an initial puble offering (IPO). The company has secured huge irvestments from venture capitatints. You, as well as many other managers, recelve a modest amount of stock options to encourage hard work and lovalty. And everyone does work hard and long, sometimes up to 20 hours a day, including required attendance at an ocessional 200 a.m. meeting The 40-year-old founder and CEO, Andy, is the company's largest shareholder at 30 \%. Andy has a dynamic personality, a dominant physical presenoe at 6 teet 5 inchen, and nonstop energy. He it an eloquent vigiorary who attracts trust and a cultike following trom employees, despite being highly impulsive. Andy lives a lavish lestyle and owns three luxury homes and a private iet. Company oxpenses are out of control with $1 bilion in losses last year, but that monoy could be recovered quickly if the upcoming IPO meets current expectations. During your first few weeks of employment you observe Andy occasionally ioin hardworking employeos for a shot of tequila and a marlyana break, which he supplles. Bome employeot think this is "coel" and down to earth; others feel awkward. During the summer you attend the oltertalked-about compamy'wide weekend retreat where the wild work hard, play hard water cooler Atories are confirmed. The brainstorming, planning, and goal eetting meetings are intersperted with eollege fratemity and sorority type activities involving excessive consurnption of aleohol and drugs and drunken sexual harassment by both men and women. On the Monday following the retreat, after a series of terse meetings preparing for the IPO, you lunch at an isolated restaurant quile a distance from work to get away from everyone. To your surprise, eating by herself, with an empty chair next to her, is a board member. It's obvious she's not axpecting anyone to join her. Board members have a legal obligation to make decisions based on the best interests of the company. You wonder if the board member knows the extent to which the CEO has developed a reckless work culture and how that might impact the upcoming IPO as more information about the company becomes public. The opportunity to speak confidentially with her about your work experiences will not likely happen agan. 1. What could you do? 2. What would you do? a. Ask to join her and share what you know about the CEO's behavior and work culture b. Write an anonymous note documenting some of the worst misbehaviors and secretly leave it on her table when she's not looking or mail it to her c. Do nothing because many employees enjoy the work environment, and this is way beyond your job description d. Something else (if so, what?) 3. Why is this the right option to choose? 4. What are the ethics underlying your decision