In the article, intern Susan is asked to call competitors while presenting herself as “just an MBA student,” a request that seems small on the surface but quickly becomes a serious dilemma, as she does not want to misrepresent herself. What I was most struck by is how much a junior employee like her, or soon, me, risks on both sides. Speaking up to a boss, especially one you’ve never met in person, can feel like gambling with your entire career since they control your return offer. I would be afraid that it would make me seem difficult to work with, especially in such a tough job market where so many qualified people are begging for jobs. But the opposite choice carries risks that linger longer. If Susan misrepresents herself and industry peers discover it, she could damage her own reputation, her MBA program’s credibility, and even Zantech’s relationships in a tightly interconnected field. That could end up affecting her career long-term.
I like the HBR “speaking up” framework because it feels realistic rather than idealistic. Acknowledging the psychological difficulty matters because it keeps her from reacting out of panic or guilt, which I know I would do. In the case, we see her wrestling with parental pressure, financial stress, and the stress of wanting to prove herself. Giving names to all these monsters helps approach the situation thoughtfully. Then in step two, we consider reducing the social threat. Instead of accusing Mr. Moon of unethical behavior, she can frame her hesitation around shared professional risks: “I worry this approach could reflect poorly on us if misunderstood.” That shifts the conversation from personal morality to organizational prudence. Lastly for step three, I think if I was in Susan’s position, I would arrange a meeting with my manager where I offer concrete, workable alternatives that would not jeopardize my moral compass, like gathering insights from clients, analysts, or internal experts instead of cold-calling competitors under a false pretense. I believe this could allow me to transforms the conversation from confrontation into collaboration.
