A family business holds, as its two core corporate values, "compassion" and "fairness." The CEO, who is the founder of the family business, has had his only brother on payroll for about 5 years.

The brother has had major financial and family difficulties. Four years ago, he lost all of his savings after investing with a Floridian wealth manager who stole the money and left the country.And his wife just gave birth to a baby with severe developmental problems.

The brother is a terrible employee.He has a very bad attitude, arriving late for work, leaving early, skipping meetings, not making deadlines, and turning in incomplete work.

Over the years, the CEO and his management team tried everything they could possibly think of to get the brother to improve his behavior - all to no avail.They even hired a life coach and a professional coach for him. But that, too, failed to produce any positive palpable results.

The brother's lackluster performance has been having a negative effect on other company employees, who feel that he is being treated preferentially in a way that is unfair to them.Some of these employees have become bitter and have started arriving late and leaving early, as the CEO's brother does.The morale problem seems to be getting worse.

The managing director has repeatedly requested the CEO to fire his brother.The CEO's was always evasive in response to this request.In the meantime, he has done has nothing to remove his brother.

You are a consultant hired to advise the CEO on the matter.Drawing on the concepts covered in our "aligning values and practices class," please advise the CEO.Make sure you discuss each of the following in your advice to the CEO:

-What values, if any, are in conflict in this case?

-Did the CEO pick corporate values that mean something? Why or why not?

-What would you advise the CEO to do?Explain your answer by drawing on the importance of value alignment.

-Based on your advice to the CEO, which corporate value(s) would you suggest that the CEO pick for his company going forward?How could the CEO be sure that these value(s) were authentic and meant something?