CASE 3
1
George Campbell, assistant vice president in mergers and acquisitions at Kirkham McDowell Securities, a St. Louis
underwriting and financial advisory firm, looked up as Adam Lawson, one of his most promising associates, entered
his office. Adam, 29 years old, had been with the firm for only two years but had already distinguished himself as
having great potential. Recently, he had helped to bring in an extremely lucrative deal, and in six weeks, he and
several other associates would be honored for their efforts at the firm’s silver anniversary dinner.
As Adam closed the door and sat down, he said, “George, I’d like to talk to you about the banquet. I’ve thought
about this very carefully, and I want you to know that I plan to bring my partner, Robert Collins, as my escort.”
George was taken aback. “Well, Adam,” he said, “I don’t quite know what to say. I have to be honest with you; I’m
a little surprised. I had no idea that you were gay. I would never have guessed.” He looked at Adam for clues on
how to proceed: his subordinate did seem nervous but not defiant or hostile.
Though only a 50-person operation, Kirkham McDowell had long since secured its status as one of the region’s
leading corporate financial advisers. The firm’s client roster included established and successful regional companies
as well as one of the country’s largest defense contractors, a very conservative company for which the firm managed
part of an impressive pension portfolio. Representatives of Kirkham McDowell’s major clients and many of the
area’s most influential political and business leaders were expected to attend the banquet. All this raced through
George’s mind as he asked Adam, “Why do you want to do this? Why do you want to mix your personal and
professional lives?”
“For the same reason that you bring your wife to company social events,” Adam replied.
A look of confusion flickered across George’s face while Adam continued. “Think about it for a moment, George.
Success in this business depends in great part on the relationships you develop with your clients and the people you
work with. An important part of those relationships is letting people know about your life away from the office, and
that includes the people who are important to you. Some of the other associates already know Robert. Whenever
his schedule permits, he accompanies me when I’m invited by one of my colleagues to have dinner with his or her
spouse. Granted, that isn’t very often — Robert is a corporate attorney, and his work is very demanding — but he
joins me whenever he can.”
“But, Adam, a wife isn’t the same thing as a –”
“It is the same thing, George. Robert and I have made a commitment to each other. We have been together for
almost five years now, and I would feel very uncomfortable telling him that I was going to a major social event
alone — on a weekend, no less.”
“Well, I’m sure you’d agree that it wouldn’t be appropriate for an associate to bring a date — someone he barely
knows — to such an event.”
“Come on, George. I think you know me well enough to realize that I have better judgment than that. If Robert and
I had known each other for only six months, I wouldn’t be having this conversation with you right now. But, as I
said, we’ve been together for over five years!”
George thought for a moment. “Adam,” he said slowly, “I’m just not sure you should try to make an issue of this at
such an important time for the company. Why bring it up now? Think of our clients. We work with some very
conservative companies. They could very well decide to give their business to a firm whose views seem to agree
more with their own. You’re not just making a personal statement here. You’re saying something about the culture
at Kirkham McDowell, something that some of our clients might fundamentally oppose. How are they going to
react?”
CASE 3
2
Adam leaned forward. “This is only an issue if people make it an issue,” he said. “I have resolved never to lie about
myself or about anything that is important to me — and that includes my sexuality. Since I joined the firm, as I’ve
become comfortable sharing details of my personal life with certain colleagues, I’ve come out to them and often
introduced them to Robert. If people ask me if I’m gay, I’m honest with them. Likewise, if people ask me if I have
a girlfriend, I tell them about my relationship with Robert. With the silver anniversary celebration coming up, I
thought the time was right to speak with you. This is the first large social event the company has held since I started
working here. And after a lot of discussion with Robert and some of the associates here, I’ve decided that I need to
be as open at the banquet as I have tried to be in other areas within the organization.
“It’s not a decision that I’ve taken lightly. I’ve seen what has happened to some of my gay friends who have come
out at work. Even at much less conservative companies, some are never invited to important social events with
colleagues and customers, no matter how much business they bring in. They’ll never know whether or not their
bonuses have been affected by prejudice related to their sexuality. I know my career could be adversely influenced
by this decision, but I believe that my work should stand on its own merits. George, I’ve been a top contributor at
this firm since I walked in the door. I hope I can rely on you to back me up in this.”
Adam stood up but waited for George to reply. “You’ve given me a lot to think about,” George said. “And I don’t
want to say anything until I’ve had a chance to consider all the implications. I appreciate the confidence you’ve
shown in me by being so open. I wish I had something conclusive to say at this point, but the fact of the matter is
that I have never had to face this issue before. I am one of your biggest supporters here at the firm. Your work has
been exemplary. And, until today, I would have said that you could look forward to a very successful career here.
But I’m concerned about how this will play with our clients and, as a result, about how senior management will
react. I personally don’t have any problems with your being gay, but I’d hate to see you torpedo your career over
this. It’s possible that this could jeopardize some of our relationships with significant clients. Let me think about it
for a few days. We can have lunch next week and map out a strategy.”
After Adam left his office, George sat in silence for a few minutes, trying to make sense of the conversation. He
was unsure of his next move. Adam clearly had not come into his office looking for permission to bring his lover
to the banquet. George realized that he could do nothing and let events simply unfold. After all, Adam had not asked
that Robert be included in his benefits coverage nor had he requested a specific managerial decision. There was no
company policy on paper to guide him through his dilemma. But Adam wouldn’t have come to him if he hadn’t
wanted a response of some kind. And shouldn’t he at least tell his superior in order to head off any awkward moments
at the banquet?
Just how negative an effect could Robert have on Adam’s career with the firm and on the firm’s relationship with
its clients? Wasn’t it possible, even likely, that the party would come off without incident? That the issue would
blow over? That even the firm’s most conservative clients wouldn’t realize the significance of Adam’s guest or
would simply decide that it was a personal issue, not a business one? Or would George’s worst fears be realized?
Adam had to recognize that the potential risks were great. It was one thing for him to come out of the closet at the
office. But wasn’t he pushing things too far?
How Should George Respond to Adam’s Disclosure?

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