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12 THE ELEMENTS OF ETHICS TAKING THE HIGH GROUND 13

Avoid cronies and "yes people." Seek competent and trustworthy col- leagues who have a reputation for propriety and wisdom. Ask for un- compromising forthrightness in the evaluation of your work.

Finally, don't forget that excellent peer-review relationships are a two-way street. When the need arises, be sure to reciprocate the favor with honest evaluations of your colleagues' work. When colleagues ask for your opinion—whether it is about their conduct, decisions, or work products—take their request seriously, respect confidentiality, never disseminate their ideas or findings without their consent, and, by all means, tell the truth and pull no punches. Just as you expect your colleagues to pull you back from the ethical edges with timely warnings and clear criticism, be sure to offer equally constructive criticism when it is your turn. Remember that only honest feedback is helpful.

Key Components

• Deepen professional accountability by arranging peer review of your work.

• Retain colleagues and experts with a reputation for wisdom and confidentiality.

•

Identify defensiveness and evasion as warning signs that peer re- view is needed.

• Take collegialfredback seriously, and use it to avoid ethical trans- gressions while improving the quality ofyour work.

• Reciprocate peer reviews with honest and confidentialfeedback to colleagues.

5 Present Your Credentials and Services Accurately

As a psychotherapist and popular speaker, Shaun frequently found himself , having to clarify the exact nature of his credentials and temper others' un- realistic claims about his services. On the eve ofa major workshop to be con- ductedfor more than 1,000 mental health professionals, Shaun discovered

that the promotional materials made reference to his 'doctorate in psychol- ogy" and the 'nearly miraculous" efficacy of his therapy approach for nearly any psychological problem. When the event organizer rejIsed Shaun's re- quest to reprint the promotional materials, Shaun began his presentation by making a public disclaimer. He told the audience that he held a master's de- gree, not a doctorate, and that the research evidence supported his therapeu- tic approach for certain disorders under certain conditions—not for all clinical problems. Several participants in the workshop already knew the realfacts about Shaun's education and research. On the workshop evalua- tions, these individuals indicated that Shaun's unwavering integrity and clear commitment to truth in advertising had inspired them just as much as the content he presented.

Recall this embarrassing fiasco: In 2001, Notre Dame named George O'Leary as the university's new head coach of its storied football program. For O'Leary, who had been eminently success- ful as a coach and admired by fans, the appointment was the crowning opportunity of his career. His dream, though, quickly became a nightmare. Five days after his hire and before running a single practice, Coach O'Leary was forced to resign in disgrace. He did not hold a master's degree or play on his college football team as indicated on his résumé and exposed by the media. The glaring lies now were public. In his resignation statement, O'Leary admitted lying on his résumé as a young coach in the hopes of ob- taining a job. As the years went by, expunging these fibs from his record became increasingly difficult. A statement by Notre Dame poignantly captured the sentiment such duplicity can arouse: "These inaccuracies constitute a breach of trust that makes it im- possible to move forward in the relationship." Few things under- mine relationships—personal or professional—more quickly than the revelation that a partner has lied.

Integrity demands clarity in the presentation of one's credentials, achievements, and experience. Ethical professionals refuse to inflate or misrepresent the nature or efficacy of their services. Whether mo- tivated by egotism, inadequacy, or greed, inaccurate presentation of credentials or services always constitutes a fundamental ethical breach.

14 THE ELEMENTS OF ETHICS M TAKING THE HIGH GROUND 15

Professionals must stridently refuse the temptation of making false, deceptive, or fraudulent statements about any aspects of their work. Statements about (1) training and experience, (2) academic de- grees, (3) credentials, licenses, or competence, (4) affiliations with in- stitutions or organizations, (5) achievements, and (6) the nature and scientific basis for our services never are negotiable. Only by insist- ing on a fill and accurate accounting of one's background and achievement can the slippery slope of misrepresentation be avoided. And remember one last thing: Creating false impressions or misun- derstandings through omission or vague reporting is just as inappro- priate as overt lying. These behaviors are a misrepresentation of the truth. Lying will come back to bite you, sometimes when you least expect it.

Why do professionals who seem to have it all together make false statements? There are many reasons, but three stand out. First, eager for success or financial reward, new professionals may be tempted to overstate the nature of their credentials. The long-term

implications of such duplicity may not be something they consider. So be careful in how you try to "jump-start" your career. Second, some professionals struggle with integrity. Lying about their cre- dentials, their background, and their capabilities is merely one more venue for self-serving manipulation. Third, some profession- als try to bolster their deflated egos. Their narcissistic need for trib- ute, admiration, and adulation makes lying about their experiences and accomplishments nearly intoxicating. Consider the strange phenomenon of fake Navy SEALS. Several organizations now track down and expose thousands of men each year who lie on their ré- sumés, claiming prior service with the Special Forces. The motiva- tion for the fakery is often a desperate effort to compensate for a personal sense of inadequacy.

But the potential for aggrandizement, power, and fame resides in all of us. During your career, you will encounter endless oppor- tunities to find short-term success through inflation, exaggeration, and deception. Whether claiming degrees from phony diploma mills, overstating your achievements, or allowing inaccuracies to go uncorrected, many among us will succumb to this temptation.

Therefore, vigilance to the dangers of misrepresentation can never be too gre t.

Key Components • Avoid making any false or deceptive statement about yourself or

your services.

• Takeresponsibility to ensure that any work done or statement made

on your behalf is fully accurate. Acknowledge and guard against the human tendency to self-

aggrandize.

• Recognize that deception or duplicity in anyform sabotages profes-

sional relationships.

6 Ensure Your Personal Fitness to Practice

(Maintain Self-Care)

Yvonne was arising star in her lawfirm. A highly recruited graduate of an

Ivy League law school, she quickly established herself as afront-runnerfor

early promotion to partner. Yvonne was held in high esteem by colleagues,

feared by opponents in the courtroom, and respected in the legal community

for her professionalism and attention to detail. With all her early successes,

Yvonne was not well prepared, however, for the sudden death of her par-

ents in an automobile accident. The resulting need to assume responsibility

for two younger siblings and battle her depression in the months that fol-

lowedproved to be too much. Her initial effort to maintain a regular work

schedule was valiant. It was vintage Yvonne at work. But to her conster-

nation, it wasn't long before she recognized that she was emotionally dis-

engaged, overwhelmed, and, for thefirst time in her lft,falling below her

own standards ofperformance. Itjust was not like her to be ill preparedfor

meetings andproceedings. After consulting with two trusted colleagues and

a closefriend, she decided to take a leave of absence, followed by a return in

half-time status. She accepted that this decision probably meant the end of

her ambitionfor partner status. Although this was not an easy pill to swal-

low, she came to the conclusion that her ethical obligations to clients, her