The year 2020 felt like one continuous stress test on the heart of a functioning democracy. The rule of law, ability to hold free and fair elections, and obligation to provide equitable and fair public services all were put to the test. Even the norms for transparency and access to official deliberations were unended with the abrupt transition to a virtual environment.

The role of professional staff serving in government, another critical component of a functioning democracy, was also scrutinized. Notably at times when their recommendations appeared to be at odds with those of the elected officials, their purpose and value was questioned. In somewhat denigrating terms, they got dismissed as “bureaucrats” or “career professionals” as if devoting your life’s work to public service is somehow a bad thing.

We see the contributions that qualified, nonpartisan, subject matter experts make to the development of good public policy and in excellent service delivery all around us. Often under intense pressure from the public and/or elected officials, we see these professionals stay firm in their professional recommendations and resist encroachment on their role implementing policy. They demonstrate integrity in its truest sense and re-affirm again that a functioning democracy relies on their contributions.

Launching into the new year, all those who serve in local government can demonstrate by their expertise the value they contribute to a vibrant functioning democracy. But for that expertise to succeed, the public, elected officials, and other staff members need to have confidence in you. Accolades of talent and skill will be quickly neutralized if there are questions about your judgement and character. To earn that confidence and trust, you must exemplify integrity.

The Integrity Tenet

The ICMA Code of Ethics provides guidance on how professionals should perform their work with the highest of ethical standards. But when it comes to the specific topic of integrity, Tenet 3 is spot on:

Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public.

To strengthen your commitment to integrity, consider these components outlined in the guidelines from Tenet 3, as well as others in the ICMA Code of Ethics:

Credibility

Do you conduct yourself in such a way that the public and your colleagues have confidence in you, your role, and your organization? Is the data, input, and recommendations you provide fair, objective, and free from bias? When making policy recommendations or operational decisions are you consistent or do you “move the goal posts” to accommodate your desired outcome? Do you exercise complete candor when mistakes happen? Mike Walker, a seasoned city manager who chaired ICMA’s Committee on Professional Conduct, perhaps said it best: “Credibility, which you get by being honest about things, is the most important asset we have going as managers. If you lose it, your effectiveness is gone—no matter how smart you are!”

Influence

Do you conduct your professional and personal affairs in a manner that demonstrates that you cannot be improperly influenced in how you do your job? Do you recognize and immediately address conflicts of interest that occur when your personal life intersects with work? Do you have an arm’s length relationship with individuals or firms that have official interactions with you? Do you resist when elected officials encroach on your responsibilities? Or are you more inclined to go along for the sake of achieving peace? On this subject, Winston Churchill’s observation rings true: “Appeasement is feeding the crocodile, hoping he will eat you last.”

Commitment

Working in the public realm requires tenacity, perseverance, and commitment. Do your homework before accepting a position. Once you accept a position, keep your word and report for duty. Do your best to commit to a professional length of service defined by the Code as two years. Longer tenures benefit both the organization and your credibility with future employers.

Competence

Regardless of your position, everyone shares the obligation to be qualified for the position they hold, remain proficient by devoting time to professional development, and to seek professional assistance if you find yourself in over your head. The harm to the public’s safety and interests caused by incompetence can be enormous.

Credentials

Whether you are competing for a new position or posting your credentials on LinkedIn, are you being honest about your education, work experience, and personal history? Accuracy matters.

Professional Respect

What do you say publicly or privately about your colleagues? If you are competing for a position, show professional respect for those who held the position, successors, or for others who might be applying for the same position. Professional respect does not preclude honest differences of opinion; it does preclude attacking a person’s motives or integrity. This can be a tough profession, so show kindness and support each other.

Personal Conduct

Your “fitness for duty” will include an assessment of whether you exercise good judgment in how you conduct your personal affairs. An intimate or romantic relationship with a subordinate employee or your boss will lead to intense inquiry about your judgement.

Civility

Even under duress, do you treat everyone fairly with dignity and respect? Do not be a bully, engage in harassment or tolerate it in your organization.

There are so many variables in this profession that affect success. Are you the right fit for the organization? Will you have a good governing body come next election? Are you fortunate to be working for an ethically grounded and talented leader? Will you weather the current storm? Truly most of these are out of your control. What can you control? Your conduct.

 MARTHA PEREGO, ICMA-CM, is director of member services and ethics director, ICMA, Washington, D.C. (mperego@icma.org).