the hidden cost of compromise
Over the last year, I have had countless conversations with people about how we show up in alignment with our values. It is not an easy task.
When organizational values and leadership competencies don't align with the personal values of employees, it creates unsustainable tension that leads to disengagement, turnover, and ultimately, organizational dysfunction. This misalignment is particularly problematic in public service institutions, where the mission to serve citizens depends on a workforce united by shared purpose.
I think that part of the reason it is not easy is because many people do not take the time to reflect on their values. You need to consciously take the time to understand the values that you hold. Think about how you live them everyday. Know why they are important to you. People do not think about how their values align with their lives. Without this work, it becomes difficult to make decisions and stay true to what matters most.
Values Under Pressure
We live in a world, especially lately, where our values are constantly being put to the test. This values misalignment isn't just theoretical, it's playing out in real time across various institutions. For me, the political landscape is a minefield. Perhaps one of the most clear examples is the dismantling of the public service in the United States. Every time I hear a new story, or read about a new Executive Order, I am in disbelief.
I cannot help but wonder what it will take for someone to make it stop. I am reminded of the quote from Martin Niemöller, a German Lutheran pastor: "First they came for the Socialists, and I did not speak out—because I was not a Socialist. Then they came for the Trade Unionists, and I did not speak out—because I was not a Trade Unionist. Then they came for the Jews, and I did not speak out—because I was not a Jew. Then they came for me—and there was no one left to speak for me."
My LinkedIn algorithm has led me to see the posts from dozens of US public servants. Many of whom have written about their firing. Most of whom say that if offered their job back tomorrow, they would take it. For some, that might be surprising. Why would you want to go back to a job that literally fired just because? It does not surprise me in the least.
The Heart of Public Service
This dedication to public service isn't unique to American institutions. In my sixteen years working for the Government of Canada, I came across hundreds of employees who chose a career in the public service to do exactly that: serve the public. They don't do it for the glory or the fancy perks (newsflash there isn't many). If you are an indeterminant employee, your job comes with benefits, a solid pension and security (although that can periodically waver). But the majority of people I met, chose their career in order to contribute in their small way to improving the lives of Canadians.
The Government of Canada maintains a Values and Ethics Code for the Public Sector which outlines the important role federal public servants and Ministers play in serving Canadians, their communities and the public interest in accordance with the Constitution. These values—respect for democracy; respect for people; integrity; stewardship; and excellence—are at the heart of everything that public servants do.
When Values Need Renewal
In 2023, around the same time I was deciding my fate in the public service, the Clerk (the top Canadian bureaucrat) decided to review the Code. It had not been reviewed since 2012, and evidently the world had changed drastically since then. While my view at the time (which I maintain) was that most public servants very much understand the values of the public service, and have a strong understanding of their importance (this was confirmed in a report by Deputies). The application of values and whether they are always done ethically what varies — as it would, arguably, in any large organization.
Deputy Ministers were named to oversee the review and it was a Clerk priority. Feedback sessions took place across the Government with employees. A report was drafted and recommendations were made.. Meetings to discuss findings were held and learning sessions created. I have seen an updated social media policy for public servants emerge. But like many other reports, recommendations will be left up to departments to implement with the best hook being Executive Performance Agreements. From what I can tell, this very important discussion on Values and Ethics that surfaced struggles with values misalignment (page 9), harassment and discrimination undermining the respect for people (page 10-12) and a double standard between senior leaders and staff (page 13), has seemingly slowed.
There was a quote in the report that I kept coming back to: "The perceived ethical behaviour at the senior leadership level sets the tone for the organization. This is the most important factor. How they behave, how they are perceived. The responsibility for values and ethics is shared by all employees, but the influence on the culture is not the same across all levels. Even though the expected behaviours are outlined in the Code, the daily culture is really due to the senior leadership…"
The Growing Disconnect
The report's findings weren't just bureaucratic observations. These were major, systemic issues that I witnessed firsthand. Through my various roles as an Executive and even since I have left the public service, I have been able to connect with hundreds of public servants. I have increasingly witnessed a divide between employees and senior leaders. Much of this divide can be attributed back to the very question of values.
From an employee perspective, I often heard about a disconnect between Senior Executives and staff. Employees felt that their realities were not understood by senior leaders. There was a feeling that they were not operating in an open and transparent environment. I would hear stories from employees that felt that they could not work to their full potential because they had to 'do things the way they were always done.' In a survey done by Deloitte, 9 out of 10 Millennials and GenZ employees indicated that having a sense of purpose is important to their overall job satisfaction and well-being. According to the survey (and my experience), these generations are increasingly willing to move on when faced with a workplace that does not align with their values.
On the other hand, there is a cohort (because it is certainly not all) of Senior Leaders who would agree that 'there is a way things are done' and it should just be done that way.* I watched Senior Executives frustrated because employees struggled implementing departmental directives that had little rationale or explanation. I have seen Senior Executives go to great lengths to rationalize decisions that made little sense. I have heard the 'younger' generation of employees be called privileged in discussions about attendance in return to work.
Caught in the Middle
Between these two increasingly polarized perspectives sits a critical group bearing the weight of this tension: the management cadre. Managers and junior Executives (EX-1 and often the Manager of the Managers) are navigating the frontline of this divide. These positions are already a pressure point within the system, but since the pandemic, have become increasingly used to navigate relationships between employees and senior management.
Managers were responsible for implementing all of the COVID protocols. They had to implement the return to office directives. They are now monitoring the return to office compliance. EX-1s were responsible for your team's implementation back to Senior Management and providing metrics on everything. Executives played this bizarre dance of representing staff's concerns yet needing to implement the departmental directive.
The Personal Cost of Compromise
I struggled with a values misalignment in my job. There were many times that I felt that I could not uphold the values required of me because of what was required in my position. There are always different interpretations of a situation. There are also many parts of the misalignment that I own, so many things that I would have done differently if I had the chance.
One of the things that I prioritized in my career was developing and maintaining strong relationships. Connection is one of my personal values. As I wrote in a previous article, the reality is that the Government of Canada is a very small world. Your reputation is everything. I got to a point where I knew that if I continued to compromise my values, it was not only going to impact my wellbeing, it was going to impact my relationships and my reputation.
When Values and Reality Collide
So what do you do when your values are being compromised? The answer isn't simple, but it begins with clarity. You must first understand what your non-negotiable values are. What are the values that you cannot compartmentalize without betraying yourself? For me, integrity and authentic connection were my non-negotiables that eventually guided my decision to leave.
Organizations, particularly public institutions, must recognize that values aren't just words on paper but the foundation of trust between leadership and employees. When that foundation cracks, no amount of policy directives or performance metrics can repair it. The growing divide between senior leadership and staff isn't just a generational conflict, it's a fundamental divergence in how people understand their relationship to work and purpose. Work to rebuild these relationships is critical. It starts with connection, which I wrote about last week, and is generally lacking in workplaces.
For those caught in the middle — the managers and junior executives — the path forward requires courage. It means advocating for transparency and meaning, not just compliance. Having difficult conversations about the real impacts are not easy, particularly in the current climate. It is important to find your allies and champions that can support you. It is equally important to find peer support. People you can lean on and turn to as you navigate this work. It is a marathon and not a sprint and so this work requires exquisite self-care. Step back when it feels like too much. Lean on those around you.
As we navigate increasingly complex workplaces, may we all have the courage to name our values, live them consistently, and recognize when it's time to make difficult choices in service of them. Our institutions, and our integrity, depend on it.
*The values of Senior Executives were shaped in a different time. A time when the workplace was much harsher. This of course is not an excuse, but context. I came into the public service on the very tail end of this era, so I remember the climate and experienced the shift. I have also had Senior Leaders (people I admire greatly) share crazy stories of people (many for whom we now have awards named after) who were complicit in behaviour that would never be acceptable now.
