
This 2005 offering from Wharton School Publishing offers nothing new, but that’s exactly the point. Every principle of the book is a “fundamental” of human interaction – the lessons we were (or should have been) taught by our parents and elementary school teachers – applied to surviving and thriving in the business world. And Huntsman is someone who’s got serious credentials when it comes to “thriving”: he built and ran the world’s largest private chemical corporation (although it has now gone public), an operation that generates over $12 billion in annual revenues.
In a very conversational style, Huntsman lays out his views on basics like fairness, honesty, respect, following our internal moral compass, and giving back. He shares from a rich bank of personal and business experience examples of how living these principles has had long-term effects for individuals and for his company. Some of these examples draw a stark contrast between what might be considered normal, even prudent, business practice and what Huntsman describes as “larger issues of personal ethics, integrity, and human decency that…ought to override the traditional standards of professional practices.”
He tells the story of one of Huntsman Chemical’s many acquisitions, in this case of a substantial portion of the operations of a British chemical concern. He describes a heated negotiation with the target’s CEO, whose wife was battling cancer over the long months that the two men discussed the terms of the deal. Finally the major elements were hammered out, but a number of issues remained on the table. At this point in the negotiation, the other CEO’s wife succumbed to the cancer and passed away. Huntsman describes his decision to forgo further negotiations and let the deal stand as it was. He says this decision cost his company a couple of hundred million dollars, but he gained a lifelong friend.
In another example from the world of mergers and acquisitions, Huntsman once made a handshake deal for another company to purchase a 40 percent stake in one of his divisions for $54 million. It took six and a half months for the lawyers (he’s got a whole chapter on lawyers…) to get the deal on paper. In the mean time, because of drops in raw materials prices, profits at the division had tripled. The CEO of the other company called Huntsman with a proposal: the division was now worth about $250 million, and he was willing to pay half the difference from the original offer. Huntsman countered that they had agreed on $54 million, and that the deal would stand there. The other CEO protested that it simply wouldn’t be fair to Huntsman. Huntsman’s reply: “You negotiate for your company…and let me negotiate for mine.”
Huntsman’s behavior in both of these instances runs counter to one of the basic tenets of the gospel of business: “Thou shalt maximize shareholder value.” Similar decisions in a publicly held company would likely result in shareholder lawsuits and calls for resignations. After all, a couple of hundred million here and a couple of hundred million there, and pretty soon you’re talking about real money.
But in a world where, at best, many people fail to genuinely consider moral and ethical issues as they make business decisions large and small, and, at worst, the “as long as we don’t in trouble for it” philosophy prevails, perhaps it’s time for a swing to the other extreme where a handshake costs you a couple of hundred million but it’s worth it to preserve the value of your word.

