How can a commentator not write about Charlie Hebdo?

My first impulse was to publish caricatures of Mohammed, Moses, Jesus (of Nazareth, not the Mariners’ Jesus Montero), Buddha, and perhaps Ganesh, Zeus and Odin so polytheists wouldn’t feel left out. That would show ’em!

I’m less sure what exactly it would show ’em. Probably, it would have shown how easily I’m manipulated. That’s all anyone shows when they react predictably to a provocation.

In any event, I doubt it would show ’em anything at all. It would just be posturing. Because while I do have a few members of the clergy as subscribers (!) to the best of my knowledge leaders and adherents of radical Islam don’t read KJR. Why would they? The last thing they have in mind is keeping anything running.

I say “radical Islam,” not to avoid offending anyone. I say it because most Muslems condemn both the attack and the mentality behind it.

A letter-writer to the local newspaper asked why the Imams have been silent instead of roundly condemning the attack. If you’re wondering too, a little bit of Googling reveals that the Imams haven’t been silent. Other than those who preach radical Islam, many have been quite vocal and roundly condemning. Strangely, the American press appears to have, shall we say, under-reported this aspect of the story.

And if you’re among those who figure this sort of violence to be intrinsic to Islam because the Quran says something or other that seems to encourage it, consider this:

At other times in history, Islam was the world’s bastion of religious tolerance while Christianity was busily instituting the Inquisition. Neither of their religious texts have changed at all. Something that hasn’t changed is unlikely to be the cause of an effect that has changed — an unoriginal but important point to consider in this debate.

Another letter-writer pointed out that the First Amendment protects the newspaper’s right to use the n-word in print, asserting that newspapers don’t do so, not because they can’t, but because doing so would offend lots of people, and not only those to whom the n-word refers.

I sure hope that isn’t the reason. Not publishing (or saying in public) something because it might offend someone is a poor decision for quite a few reasons, the most important of which is how easily many people manage to become offended. Not saying something because someone might take offense is just another way of taking a vow of silence.

The difference between trying to avoid offending anyone and deciding to not be offensive isn’t a fine distinction. It’s the difference between cowardice and class.

A newspaper using the n-word as a routine adjective would be entirely lacking in class. The proper response would be to read a different newspaper. Publishing it as part of an exact quote is a different matter: Not doing so would be a failure to accurately depict the individual being quoted.

Blazing Saddles is worth mentioning in this context. When Mel Brooks first released the movie there were plenty of people who condemned it for its promiscuous use of the n-word in its dialog, just as there are still plenty of Americans who would prefer to ban Huckleberry Finn from school library shelves because children might read the name “Nigger Jim” and think that makes the n-word okay.

Personal opinion: Sanitizing either work would insult its audience while greatly reducing its very clear anti-racism message. That neither Mark Twain nor Mel Brooks received death threats probably needs no mention here. In any event they didn’t, and shouldn’t have.

Does this have anything at all to do with business leadership, IT leadership, or any other dimension of management in all its forms?

I think so, and it has to do with how we respond to public criticism.

The perpetrators of the Charlie Hebdo massacre were punishing people who, they thought, had ridiculed and criticized their prophet.

Meanwhile, here in the U.S.A., it’s routine for managers to terminate employees who, on their own private time and publishing venues, criticize or ridicule their employers in public.

Sure, there are differences: Murder is illegal, firing an employee is not. Murder is unconscionable, termination is, depending on the employee’s circumstances, somewhere between inconvenient and devastating.

What isn’t different: Criticism is an opportunity to learn, as the same managers point out to employees when providing it in performance reviews.

For business leaders, reading and learning might not just be a better response to public criticism.

It might reduce it.

Scary news this week.

No, not Ebola, although that’s scary enough. Ebola, while extraordinarily lethal, is, fortunately, not particularly contagious when compared to other viruses.

Not that Ebola should be trivialized. Somewhere between “there’s always something” and panic in the streets is a reasonable reaction. I’m concerned, not that there’s anything I can do about it.

Anyway, the most likely outcome of the Ebola outbreak will be large-scale tragedy that mostly happens to Other People Far Away From Here.

The outcome of this week’s scary news, in contrast, affects us all every day.

The scary news? According to Bloomberg’s Lu Wang and Callie Bost, in the aggregate the companies that make up the S&P 500 are going to spend 95% of their earnings on dividends and stock buy-backs.

By itself, this statistic is less dire, or at a minimum more ambiguous than most analysts make it out to be.

Areas companies “should” spend their money (should being as much a moral as business proposition) such as labor, R&D and preventive maintenance, are pre-tax expenses. Dividends and buy-backs, in contrast, are after-tax expenses and aren’t deductible.

Which means it isn’t really proper to think of these as competing for the same funds. If a company were to reinvest more in its future (pre-tax) that would affect how much money is left in this-year profits to use for buybacks and dividends, but wouldn’t affect what percent of profits get used this way.

It would just make the amount that percentage translates to smaller.

Move along folks. There’s no story here. Or there wouldn’t be were it not for two factors: (1) Executives make spending decisions with an eye to how much will be left to fund buy-backs and dividends; and (2 … and this is the scary one) this year, companies aren’t just returning profits to their shareholders. As reported in Bloomberg, “Cash returned to shareholders exceeded profits in the first quarter for the first time since 2009.”

In short: Investments in what analysts delicately describe as “financial engineering” are up, capital investments are down.

The verdict: If this is the best use for cash the folks running the S&P 500 can come up with, it means they can’t figure out how to use the money to grow their businesses.

Which is, when you come right down to it, pathetic.

Only … for many of KJR’s readers and subscribers, they is we.

Yes, I’m sorry to report that it’s mirror-gazing time again in KJR County, because …

You might recall reading in this space from time to time that part of your job as an IT leader … and part of IT’s job as an organization … is to provide technology leadership.

Now I’m the first to say (or at least, close to the head of the line) this isn’t limited to tactical, hard-dollar, short-term ROI opportunities. The most critical dimension of technology leadership is identifying competitive threats and opportunities and recommending a course of action to deal with them.

The most critical dimension, not the only dimension.

Which leads to this question: When was the last time you or another member of your team sat down, one-on-one, with a business executive or manager to discuss what he/she wants to do differently and better?

There’s little question, some of the buy-back-and-dividends vs capital investment decision-making is pure, lazy opportunism. Buy-backs in particular are a cheap trick to prop up the price of a share of stock and nothing more. Directing cash in this direction when such niggling details as preventive maintenance are underfunded is ridiculously short-sighted, akin to making sure your wine cellar is well-stocked when your car needs its oil changed.

But in here is also an opportunity. Boards of directors approve buy-backs when, as already noted, they don’t have higher-return alternatives for investing the company’s spare cash.

It’s an opportunity because it tells us these boards have cash and need places to invest it, which might mean they’re open to suggestions from the company’s top executives.

Which might mean the company’s top executives are open to suggestions themselves.

The word is “might,” because if a company suffers from a paucity of investment possibilities it also might mean the company culture discourages employees at all levels from looking for and suggesting possibilities for improvement.

Now culture flows from the top, so if your company lacks a culture of innovation the CEO is probably the source of the lack.

But what do you have to lose by trying?