The Harder Right: Ethics And The Business Case For Integrity
Sometimes the right thing is also the hardest thing to do.
There are moments when we must decide between what is easy and what is right. John Dathan, former senior vice president and general manager at Insight Canada, understands this deeply. As the inaugural winner of CRN’s Women of the Channel Ally of the Year in 2023, he has spent his career advocating for ethical leadership, diversity, and inclusion.
In my interview and conversation with John, one phrase stood out: “We have to focus on what are the harder rights rather than what are the easier wrongs.”
This sentiment is a guiding principle for allyship, advocacy, and leadership—especially in today’s shifting business, political, and social landscape.
The Harder Right: Making Ethical Business Decisions
John shared a powerful example of this in action: removing toxic employees who may drive revenue but do so at the cost of integrity. It’s a decision many leaders struggle with—sacrificing short-term financial gains for long-term ethical stability.
But John made it clear: emotional intelligence is not just a personal trait—it’s a business imperative. Leaders who prioritize it create healthier, more successful organizations.
And yet, we see a stark generational divide. Younger employees expect businesses to uphold strong ethical standards. They demand workplaces that reflect their values—ones where diversity is not an afterthought but a priority.
The Business Of Inclusion
John pointed out the economic consequences of a company’s stance on diversity, equity, and inclusion (DEI). Multinational retailer Target has faced significant financial and legal backlash after announcing the scaling back of their beloved PRIDE, Latinx, and Black History Month collections, culminating in the ending of its internal DEI initiatives in January 2025.
Target’s decision included eliminating its Racial Equity Action and Change (REACH) program and rebranding its Supplier Diversity team as Supplier Engagement. While these changes were framed as a business shift, many consumers see them as a retreat from the retailer's prior commitment to underrepresented groups, including Black and brown business owners and the LGBTQIA+ community.
The response was swift. Social leaders and activists launched a 40-day boycott, accusing Target of abandoning its values. Meanwhile, investors took legal action. The State Board of Administration of Florida and other shareholders filed lawsuits alleging that Target had misled them about the risks associated with its DEI stance. The company’s stock plummeted 22 percent in late 2024, wiping out $15.7 billion in market value. As of February 21, 2025, Target’s stock is trading at $124.47, reflecting continued instability.
These consequences highlight a key reality: businesses do not operate in a vacuum. Consumers, employees, and investors are watching—and their loyalty is shaped by the choices companies make.
Growth Lives In Discomfort
Doing the right thing isn’t always easy. In fact, it’s often deeply uncomfortable. But growth lives in discomfort—for businesses, for leaders, and for the industry.
If we believe in a future where organizations prioritize integrity over convenience, then we have to be willing to endure short-term discomfort for long-term impact. That means:
- Holding yourself as a leader accountable for ethical decision-making.
- Supporting DEI initiatives, even when they face backlash
- Creating work environments where coachable employees can thrive and where toxic behaviors—no matter how profitable—are not tolerated
Choosing The Harder Right
At the end of the day, we must ask ourselves:
- Whose survival is most important and why?
- Why are we willing to sacrifice our ethics for short-term gains?
The easy route may feel safe, but it rarely leads to lasting, meaningful change. Instead, we must commit to choosing the harder right—because that’s what truly makes organizations better.
Are you ready to assess your next business decision through this lens? The choice is yours.
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