Best Book Ever on Business Ethics

A book on business ethics must be a very short book.

— Arthur Dobrin

An old joke goes: A businessman is counting the daily receipts and observes that a customer has mistakenly paid $1,000 instead of $100. It sinks in with the businessman that he faces an agonizing ethical question: Should he tell his partner?

While most B-schools require students to take ethics courses, there's no evidence the training works, if you read the news of corporate fraud.

Students in those courses must read professors' papers with titles such as Managing for Stakeholders, A Note on Rights, and Ethics at the Frontier.

But the best book on business ethics for my money is, thankfully, a very short book (130 pages). 

It's titled Groundwork of the Metaphysics of Morals. 

Written by philosopher Immanuel Kant in 1785, Groundwork argues that making the right ethical choice is easy, if you know how to make a rational decision.

When you make any decision, you act on a "maxim," Kant says. 

If you trade stocks at high frequencies just to earn rebates, for example, it's because you value your own gain above that of your clients. "I love money" is your maxim. 

All decisions have a maxim behind them.

Morality is merely a set of maxims. But moral maxims differ from other maxims (like valuing money) because they apply equally to everyone.

According to Kant, your choice between two actions, one right and one wrong, is easy. You just have to ask: "Would I want everyone to make the same choice?" If you can answer "Yes," it's the right one.

Kant calls such a maxim a Categorical Imperative. You can’t take or leave a Categorical Imperative as you want in the moment. Making a choice you'd deny to everyone else isn't selfish; it's irrational.

Like reason itself, morality is universal ("categorical"). Neither depends on what might satisfy your selfish desires; and neither ever stops applying to you—even when you don’t care.

Here's a delightful podcast on Kant's Categorical Imperative, courtesy the BBC.

Careers

Like it or not, life is a series of competitions.

― Harvey Mackay

When career first appeared in English in the 16th century, it was used to refer to a jousting field or racecourse. Knights who jousted were said to "career" at tournaments.

The word came from the French carrière, also denoting a racecourse, which came from the Latin carrus, meaning a chariot.

It wasn't until the 19th century that career came to mean the "course of one's professional life."

For a fortunate few, careers are smooth, steady, genteel affairs.

But for most of us, they're pretty brutal, halfway between a joust and a chariot race.

Event Marketers Missing the Boat

When it comes to leveraging attendee data, event marketers are missing the boat, according to a new study by Cvent.

The company asked 400 of them what they believe:

• Only 29% say they're good at collecting attendee data
• Only 20% say they're good at integrating it into their systems
• Only 23% say they're good at using it
• Only 38% say they understand what attendees do on site
• Most―75%―say they're missing opportunities by not integrating more attendee data into their efforts

It's not as if nobody cares. 

Among event marketers, 81% say collecting and harnessing attendee data is "extremely important."

Nonprofits: Running on Empty

Most nonprofits are running on empty, according to a new survey by BDO.

Forty percent have less than six months' reserves; thirteen percent have none.

The financial picture's worse among small nonprofits (those with annual revenue under $25 million).

Loss of revenue can cripple a nonprofit. That's why BDO recommends keeping liquid reserves for at least six months.

Executive directors and board members in a bind over money have a clear choice: they can hide their heads in the sand, or take action now to bolster income and reserves.

The economy's rolling, but the joyride can't last forever.

Pick up the phone an call a few revenue-generation experts today.

McGuffins

The main thing I've learned over the years is that the McGuffin is nothing.

― Alfred Hitchcock

Alfred Hitchcock named the mysterious―and incidental―thing that triggers frenzy in a film the McGuffin.

Famous Hollywood McGuffins include the toy sled in Citizen Kane, the transfer papers in Casablanca, the black statue in The Maltese Falcon, the ruby slippers in The Wizard of Oz, and the government secrets in North by Northwest.

Directors love McGuffins.

Managers do, too. Consultants call workplace McGuffins administrivia, which The Urban Dictionary defines as, "mindless bureaucratic tasks imposed on workers by management in order to crush the soul and prevent one from achieving anything useful or fulfilling."

McGuffinish time-wasters are inescapable. The seven worst are:

• Deciphering thoughtless emails 
• Learning seldom-used software platforms 
• Attending purposeless meetings 
• Assembling management reports 
• Explaining the obvious to untrained people 
• Explaining what everybody heard, but no one else wrote down 
• Redoing good work 

If McGuffins like these are triggering frenzy during your day, my advice is:

• Tackle urgent and strategic chores first
• Handle things once
• Identify the one or two biggest time-wasters and eliminate them

Until you learn to deal with workplace McGuffins, you'll never get off the crazy-making, value-destroying treadmill.