You work at Greenhill, a small marketing and PR agency. Competition to secure qualified recruits and big clients is fierce and your CEO, Scott L. Bok, who has just read Psychopaths Wear Suits, Too, is proposing a more aggressive business model. He floats the idea out to you in an email, writing, "People exhibiting what have been called psychopathic traits do well in business. To be successful, we should recruit and promote such individuals. In fact, our firm should act like a psychopath in the marketplace. Our business strategies and tactics should copy the way psychopaths operate." In his message, Bok includes excerpts from a review of the book: Many people equate psychopathy with mental illness, but that isn't so, Prof. Hare said. "They are fully aware of right and wrong and realize the consequences of their actions if they get caught." Prof. Hare's shorthand description of a psychopath is "someone without a conscience." Psychopaths are often exceptionally bright. They are cunning manipulators of people, and have no compunction about doing whatever they believe will bring them success or fame or satisfaction in their endeavours. They lie with facility and without the slightest pang of conscience. "We analyzed the succession plans of a few hundred North American executives and noted that the similarities between the developmental issues for some managers identified as 'high potentials' and psychopathic-like features were startling." Some executives, the authors note, have said the traits describing psychopaths appear to be what they would find desirable in an executive. Prof. Hare concedes that might be true, but it's a matter of degree. Bok is asking for feedback on his idea of changing the company staffing and business model. Would the plan work? Why or why not? Provide a short report in response.