Defining What Ethics and Integrity Mean to You in a Changing Public Sector
In today’s rapidly shifting public service environment, Canadian public servants must navigate a complex landscape filled with ethical dilemmas, evolving norms, and increasing scrutiny. With rising public skepticism, heightened political pressures, and an always-on media cycle, the importance of ethics and integrity in leadership has never been greater.
Public servants must operate in an era of permanent campaigning, growing political polarization, growing concerns about governmental transparency, and the rapid evolution of artificial intelligence and big data. These forces shape the world where ethics and integrity are not just ideals but essential practices.
It’s likely that every day, you encounter a moment that makes you stop and ask: Is this ethical? Should I take a closer look? Can I defend this in the court of public opinion? The higher you rise in leadership, the more frequently these questions arise. While some decisions will be clear-cut, many will require careful judgment—and they should never be made in isolation. As an Executive Coach, I’ve had the privilege of supporting public servants through these challenges, and today, I want to share some thoughts on strengthening your ethical leadership.
Defining Ethics and Integrity
To ground this discussion, let’s borrow some definitions from the BC Office of the Auditor General:
Ethics is fundamental to good governance. Ethics are moral principles that inform and guide individual and group behaviour. Ethical behaviour is knowing right from wrong and choosing to do the right thing—even when no one is watching.
Integrity means putting the interests of the public and public service above personal interests and avoiding conflicts of interest, whether real or perceived.
Impartiality requires providing advice and recommendations free from preference or prejudice.
Building Your Ethical Support Network
Navigating ethical dilemmas alone can feel isolating. Surrounding yourself with trusted advisors is essential. Consider including the following in your network:
A confidante – Someone with whom you can privately express frustration and who will call you out if you are veering off course.
A coach – A thinking partner and sounding board who can help you refine your judgment and decision-making over time.
Wingmen/women – Colleagues who can provide a broader perspective and identify what you may not see.
Contrarians/dissenters – Those who challenge your thinking and force you to test your ideas rigorously.
A mentor – Someone who has navigated similar challenges and can offer practical wisdom when ethical tensions arise.
Political Pressures and Ethics
Public servants often face ethical dilemmas stemming from political requests. A politician may inadvertently (or deliberately) conflate their personal interests with the public good. Perhaps they pressure you to fast-track a decision, quietly sidestep established rules, or withhold inconvenient information. Maybe their staff obstructs access to critical information or engages in questionable behaviour, such as accepting inappropriate gifts.
Many of the Master Mentors in our Full Course have faced these situations. Sometimes, they have had to make the difficult choice to walk away. While resigning for senior leaders is a last resort, ethical leadership requires being prepared to consider that option when necessary.
However, resignation is not always a realistic option—especially for mid-level leaders who may not have the financial security to risk unemployment. If leaving is not feasible, how can you reconcile your professional responsibilities with your ethical concerns? One approach is to focus on the broader mission of public service. While individual politicians come and go, the long-term work of the public service remains. Staying committed to the work means upholding the principles of good governance, ensuring that decision-making is as evidence-based as possible, and safeguarding the integrity of institutions.
Public servants in these situations can also take steps to create internal accountability measures—documenting concerns, seeking guidance from trusted mentors, and ensuring that decisions are made through proper channels. While you may not always be able to stop unethical behaviour, you can continue to act with integrity within your sphere of influence, ensuring that the values of public service endure beyond any single administration.
Practical Integrity in Leadership
As an Executive Coach, I have conducted numerous Narrative 360 reports, often asking colleagues how a leader demonstrates integrity. The most respected leaders:
Are honest and transparent.
Remain self-aware and composed in difficult situations.
Earn trust by respecting confidentiality.
Follow through on commitments.
Lead by example.
Take ownership of mistakes rather than shifting blame.
Leaders who model integrity create psychologically safe workplaces, where employees feel empowered to voice concerns, take initiative, and perform at their best.
Developing Your Ethical Compass
Your coach can help you develop a personal set of ethical guideposts. Key questions to ask yourself include:
Am I using my position for personal advantage?
Would I be comfortable if my actions were made public?
Do I need to recuse myself due to a potential conflict of interest?
Have I sought counsel from those with different perspectives?
These considerations are especially critical in smaller, rural, or northern communities, where personal and professional relationships often overlap.
Final Thoughts
I hope these insights provide valuable food for thought. Ethical leadership is a continuous learning process, requiring self-reflection and adaptability. One of the best ways to grow is to learn from others—seek out mentors and colleagues who model ethical leadership and ask them how they navigate difficult situations.
If this discussion has sparked questions or ideas for you, consider experimenting with different approaches to ethical decision-making. And if you’re looking for deeper learning, check out our Full Course, an Accelerator Short Course, or our playbook for further guidance on leading with integrity in an evolving public sector landscape.