About 90 days into my tenure at Chesapeake Energy Corporation, I had the opportunity to join 30 or so of my colleagues for an intimate, no-holds-barred Q&A with our CEO, Aubrey K. McClendon. Aubrey Orientation, as it was called, had been a tradition at Chesapeake for many years. The company had grown rapidly during the shale boom of the mid-aughts, boasting an eleven-digit market cap and a workforce of more than 10,000 people by the time I joined. Aubrey wanted to meet every one of them.