Todd is the assistant director for development at a large charity organization that focuses on increasing access to mental health resources. He and his team are in the process of fundraising for a new program that plans to help teens across the state discover their passion. Their goal is to raise $3 million. They have currently raised only $1 million, but Todd is cautiously optimistic that they will be able to raise the desired amount with enough time.
At a strategy meeting with senior staff, the CEO Catherine unexpectedly announces that fundraising for this project will stop in exactly three weeks, moving up the deadline substantially. Catherine explains that this new deadline is important because she has just learned that a reputable foundation offers a grant that will match the funds of the grantee. She wants them to complete the fundraising and turn their attention to the grant application. In the week that follows, Todd works longer than usual in order to complete the fundraising. During this time, he observes that many of his employees are doing the same, even though he has not explicitly asked any of them to do so.
Todd has made his team aware that the charity is unable to pay the team members for all of the extra hours worked. But they work anyway. The team members seem passionate and focused on their tasks and the team as a whole is working well together. In fact, Todd cannot recall another time when his team has been so productive and worked so well together. They seem to be raising funds at a much higher rate than before Catherine’s new deadline.
Although Todd is happy to see how much they care about the project, he has also noticed some troubling behavior. Many of the employees are abandoning their healthy habits, relying on caffeine and junk food to keep them going. Todd also knows that working such long hours could end up being counterproductive and harmful to the team. He is open about his concerns with his team and requests that they be mindful of their health.
What Todd has not shared with his team is that he suspects Catherine is lying. She has been vague about the details of the grant and Todd is unable to find any information on the foundation’s website or through his network of contacts. He recalls hearing from other managers in the company that Catherine occasionally uses odd tactics to try and motivate her staff but isn’t sure if that is just gossip.
Todd wants to be honest with his team about his suspicions, but he is conflicted. He has never seen his team work so well and he is afraid of disrupting their rhythm. But he is concerned for their mental and physical well-being, especially if the grant application deadline is fictitious. Then again, Todd recognizes his place within the hierarchy of the company and fears that it may be inappropriate to openly question the owner’s instructions, regardless of the intention behind them. Besides, what if the grant is real?
What should Todd do?