Let's start with the basics: No, that isn't Scrum. In fact, that type of action is expressly forbidden from multiple angles in Scrum.
Next, understand the consequences of whatever action you're going to take. Are you ok with this work environment? Are you allowed to request being assigned elsewhere if you are not? Picking a fight on this issue probably won't end well for you, so you should understand the consequences of any action you take.
If you decide to go along with it but are still uncomfortable, this may be something you can bring up in the retrospective.
Finally, on this specific point, the Scrum Master should really be your advocate here. They seem a bit absent in your story.
Now, the company is clearly not practicing Scrum. Just for broader knowledge, here is how that should go in a Scrum environment.
Step 1: Very important item comes in. It gets entered into the product backlog to be prioritized appropriately.
Step 2: If it is critically important, the person bringing it to the team would sit down and have a conversation with the Product Owner and the Team. They would explain the need and impact and the team may share some ideas of what it takes to address it. At this point, one of two things will happen.
Step 3a (pragmatic): This is technically against scrum, but it's both common and pretty harmless. The PO, team, and person raising the concern may reformulate their sprint plan to make this the number 1 priority of the whole team and they'll agree to what must drop.
Step 3b (by the book): The product owner crashes the sprint. All sprint work halts, new work is planned and at the front of it is this item.
Step 4: The whole team rallies around getting this item done as fast as humanly possible. I mean, if it was that important, it deserves everyone's attention.
This is the way it is supposed to work in Scrum. Work comes to the team. The team determines how to field it. Sprint priorities are respected and if something that important comes along, then it gets the urgency from the whole team it deserves. This makes sure that:
- the team fields work most effectively
- the team stays focused
- the team pivots as needed