Charles Campbell is the founder of Expeditions Unlimited, a specialty travel service that researches and arranges trips to unlikely places. He is famous for his unconventional approach to business, in everything from his trademark blue jeans and baseball caps as working attire to his personal relationships with all clients. He is the type of entrepreneur who makes deep commitments to his employees, with generous educational allowances, family leave and profit sharing for all of his staff. The office atmosphere is casual but professional. People dress any way they choose and music plays continually, but everyone works long hours and customer satisfaction is the ultimate goal. For example, a 24-hour answering service relays messages to agents at home if their clients have emergencies during a booked trip. Campbell previously consented to acquiring a computer system when his agents insisted it would help them in their jobs, but he does not use it. He pays two receptionists to work full-time, rather than have an automated phone system with voice mail. He believes his clients should be able to talk to a person whenever they call. The company has grown steadily, and he knows that at least two of his senior employees are ready to start branches on their own. They want his consent and his supervision, but Campbell is not sure he wants or can handle such a radical expansion. He knows he will need to compromise his level of contact with clients and embrace the new technology to make it work, and he is not sure that he will still enjoy his job after the transition. He also worries that the unique nature of this highly personal business may change with the growth. Campbell says employee satisfaction and growth are important. Does his commitment to employee development demand he expose his business and his personal job satisfaction to the risk of new business arrangements?

What do you do?