In December 2010, 26-year-old Mohamed Bouazizi set fire to himself. This street vendor had been rousted and humiliated once again by Tunisian police for hawking apples and pears out of a wheelbarrow. Bouazizi ignited more than himself. His death triggered the Arab Spring, a Twitter-driven revolution that engulfed Muslim nations in the Mediterranean in 2011.

Ten nations share the sand-swirled backdrop of the Sahara Desert -- a region larger than the contiguous United States. The Sahara, where dunes can reach the height of 600 feet, has been the backdrop to much of the Arab Spring. This social earthquake has surmounted Tunisia, Egypt and Libya among others in the region. Meanwhile, the upheaval registered only modest tremors in Morocco.

I've just returned from a Chief Executives Organization tour to Morocco. Our group of 35 couples visited the country's sometime snow-capped Atlas Mountains and the metropolises of Marrakech and Casablanca. Who can forget the vintage Bogart-Bergman flick of the same name? Well, Rick's gin joint wasn't on our agenda. What we did see stirred confidence that change can be intelligently anticipated, even in tradition-rich Morocco. This land's monarchy is one of the oldest on the planet.

Executives should analyze the dynamics of the Arab Spring. It's a case study of what can befall complacent bureaucracies -- businesses included -- in the lightning-speed world of Twitter and Facebook. Morocco's course also merits study. It shows one way meaningful change can be achieved without casting an entire society into turmoil.

King Mohammed VI rules over 32 million Moroccans -- nearly all of whom are Muslim. Many once nomadic Berbers are now farmers, whereas millions of Moroccans today live in cities. Despite broad income advances, poverty remains a problem in Morocco. Mohammed VI assumed the throne in 1999 upon his father's death. The king championed greater freedoms, especially for women, and disavowed the notion that he was a "sacred" being.

My lifelong friend Sam Kaplan is the U.S. ambassador to Morocco. He's one of the very few Jewish people in that role to a Muslim nation. Sam is convinced Morocco's government is doing a solid job.

Here are six pieces of take-home value I scratched out on my napkin as our return flights wended their ways west:

-- Dig your well before you're thirsty. Small villages have been a priority, and practical issues like water and electricity have commanded center stage. If you want to avert a groundswell, plant your feet firmly in reality.

-- Act faster than expected. From the first day of his rule, the present king has already done more than his father did in a half century. Morocco's February 20 Movement barely gained traction this year. According to The Economist, "Unlike other Arab autocrats who dithered when uprisings erupted last spring, King Mohammed VI unveiled a new constitution within weeks." The challenge is empowering the people, and the new government appreciates its mission.

-- If you want to empower people, address the day-to-day tasks that keep them from using their skills. You probably guessed it; women have shouldered a disproportionate responsibility in gathering water in Morocco. This has been a significant barrier to them getting a meaningful education. Might this ring a bell for us in America? Consider how many women in our business world were still getting coffee just 20 years ago!

-- Cultivate the long view. Successfully battling infant mortality and adding 20 years to the average Moroccan's lifespan have been signal achievements. Again, increased access to a safe water supply has made a crucial difference. Marking a third birthday has become a pivotal survival milestone. Gradually, Moroccan parents are now able to take a more secure view of life.

-- Pay more attention to world powers than neighborhood bullies. Morocco has drawn a high share of American and European investment compared to neighboring countries. One reason: Its political and social agendas have each had a more practical and progressive ring.

-- Foster entrepreneurship. Long-standing allies of the West, Moroccans like Americans. They also appreciate free enterprise. Entrepreneurship and tradition flourish side-by-side in Morocco. In agriculture, the new thrust is shifting production to more profitable fruit crops. And the customer service passion we experienced from hotel staffs was awesome.

Morocco's king proves once again one person can make a difference ... but only if that one person puts the common agenda first.

Mackay's Moral: Tweets let freedom ring everywhere ... even where the king's the thing.

Jim came into the office one morning and found a note from his boss, demanding that he report to her office right away. When he walked in, the boss told him to close the door.

"Jim, I understand you called in sick yesterday," the boss said.

He nodded. "That's right."

The boss smiled, reached into her desk and took out the morning's newspaper. Buried on the back page of the sports section was a photo of Jim, holding a third-place trophy in a local golf tournament from the day before.

"What do you have to say for yourself?" the boss asked.

Jim shrugged. "If I hadn't been sick, I probably would have won."

Your relationship with your boss is crucial in business. A good relationship with your boss is the foundation of a successful career. Your boss is the person most likely to recognize your contributions and achievements, and potentially recommend you for promotions. Why would you compromise that?

In Jim's case, he demonstrated that he was dishonest, disrespectful or both. His boss will have good reason not to trust him. Should he have been forthcoming about the reason for his absence? Absolutely, if he wanted his boss to rely on him.

He should have asked for time off, used a vacation day or skipped the golf outing. Calling in sick was a gamble that didn't pay off for him. It will taint his relationship with his boss for a very long time.

Don't try to be best friends. That's not realistic or even wise, but you must be able to get along. Some conflicts may be inevitable, but most of the time you can stay on your manager's good side by avoiding these simple workplace mistakes:

-- Stay focused. Don't allow your personal life to take over your work. Use good judgment about phone calls and social media. Let the boss see you focused on your work, not updating your Facebook status throughout the day. Remember why you are there, and who is signing your paycheck.

-- Frequent tardiness/absenteeism. Don't get a reputation for always being late to work. Managers want people they can depend on. Punctuality and a solid attendance record show you take your job seriously.

-- Overshadowing your boss. Some managers can feel threatened by employees with too high a profile. Keep doing your best, but don't try to outshine your boss.

-- Poor communication. Don't hide from your managers. Ask questions, and just talk sometimes. You want to build positive rapport with your boss, and you can't do that if you never communicate.

On the flip side, there are plenty of positive strategies that should be second nature in your business life. Don't just save them for your boss. Treating co-workers as well as you treat your boss will demonstrate that you are not just playing office politics:

-- Ask for advice. Everyone likes to be thought of as an expert, and in most offices, it's not hard to spot the expert in any given area. Asking for help shows you value the other person's contribution to the success of the operation.

-- Let the other person win you over. Admit that you have come around to his or her way of thinking.

-- Let the person be modest. We all love to hear praise, but we don't want to admit that we're enjoying it. When you pay a compliment, acknowledge his or her feelings.

-- Show that you share his or her values. Express your support for the other person's viewpoint.

-- Recognize achievement at all levels. Managers will be suspicious of your motives if they hear you complimenting only higher-ups. Make a point of praising your own employees, or your co-workers, to demonstrate your sincerity.

-- Be selective. No one wants a reputation as a kiss-up. Wait until you spot something significant to call attention to so your words sound sincere.

-- Always pull your weight. Nothing will impress your boss and co-workers more than knowing that you will do your share and then some. Demonstrate a stellar work ethic, a positive attitude and a willingness to go the extra mile. There will always be a place in this world for anyone who says, "I'll take care of it." And then does it!

Mackay's Moral: Whether you're at the top of the heap or the bottom of the ladder, you will always have someone to answer to.

A father who had been laid off from his job had been watching expenses for months. He'd made a promise to his two sons -- twins -- that he'd take them to a nearby amusement park to celebrate their tenth birthday.

When the day came, the father withdrew some money from his savings, and he took his two sons on the bus to the amusement park. When they reached the front gate, he saw a sign:

"General admission: (ages 10 and up) $10. Children under 10: $5."

If he'd come a day earlier, the father realized, he could have saved $10 -- $5 for each of his twin sons. With a sigh, he led the boys up to the ticket window and said, "Three general admission tickets, please."

The woman in the booth looked them over and smiled. "How old are you boys?"

"I'm 10 years old today," said one son.

"So am I," said the other. "We're twins!"

The woman leaned forward. "You know," she whispered, "you could have asked for two 'under 10' tickets, and I never would have known."

"Yeah," said the father, "but they would have."

Why do so many executives and employees apparently go along with blatantly unethical and illegal conduct in their organizations? The answer may be that people don't always know what to do when confronted with requests (or demands) that aren't on the straight and narrow -- but that's not a good enough answer. Organizations need to be clear and specific about what is acceptable and what is expected.

Here are some suggestions on how to respond when someone in your organization asks you to do something unethical:

-- Explain your concern. Tell the other person how you feel. Use "I" statements that describe your position without attacking the other person: "I have some reservations about that plan because ..."

-- Offer an alternative. Chances are there's an honest way to accomplish the same goal or a similar one. Concentrate on that, emphasizing your common interests: "We both want to make more money on this product, and I think we can do it better by cutting some less-important features rather than by using cheaper materials."

-- Go upstairs. This should be a last resort, but if the other person insists on behaving unethically, you'll have to protect the company -- and yourself -- by discussing the matter with a trusted superior.

Careful hiring can often help avoid problems from the outset. I have found a reliable method that we use at MackayMitchell Envelope Co. to supplement our usual background screening process called the Merchants Integrity Test, developed by Merchants Information Solutions. The � HYPERLINK "http://ctt.marketwire.com/?release=882162&id=1562410&type=1&url=https%3a%2f%2fmerchantsinfo.com%2fmit%2f" �Merchants Integrity Test� will help you reduce the number of criminal records you are required to review under the new EEOC guidelines. Using this test will speed up the hiring process and keep you in compliance, without reducing the scope of your candidate review.

It is a self-admitting "overt" test that has been validated and adheres to non-discriminatory standards required by the EEOC. In fact, Merchants' website identifies integrity testing as an acceptable pre-employment screening tool, especially effective in identifying applicants with a propensity to commit employee theft. The Merchants Integrity Test is proven to identify applicants who are engaged in employee theft, have a high level of hostility which can spill over into workplace violence, abuse drugs and alcohol and other high risk behaviors. You can learn more about the test at merchantsinfo.com.

Honesty is always the best policy. You must be able to trust the people you work with.

The king visited his dungeon once a year to talk to the prisoners there. Every year, each inmate insisted that he or she was the picture of innocence: They'd all been framed, treated unfairly at trial, victims of circumstances or otherwise completely free of all guilt.

One year, the skeptical king asked the newest prisoner in the dungeon, "I suppose you're as innocent as a lamb, too?"

This man shook his head sadly. "No, Your Majesty. I'm a thief. I was caught fair and square, and my sentence was just."

The king blinked in surprise. "Release this man!" he proclaimed, and the thief was promptly set free.

The other prisoners began shouting. "Your Majesty, how can you do such a thing? How can you free a confessed criminal while we rot in here?"

"I'm doing you a favor," the king said. "I can't risk leaving that evil scoundrel in here to corrupt all your innocent souls, could I?"

Mackay's Moral: Corporate integrity begins with personal integrity.