By Martha Perego, ICMA-CM

The lack of civility and respect in the public space is not new. Fortunately, as a profession, we don't seem to suffer from the same lack of civility and respect in how we treat each other. The network is strong and supportive.

Maybe that is attributable to the keen understanding of just how tough this work can be. A sense of empathy having walked the same road goes a long way.

That said, every once in a while someone in this profession says something about a peer or intervenes in a way that just crosses the line. Why? Assuming positive intent, maybe it's out of a desire to be helpful. The motivation or intent may not always be clear.

Here is some advice to consider as you interact with your colleagues.

Take the high road. You will not advance your standing with decision makers by denigrating those competing for the same position. In the span of a career, you may see the same faces in the candidate pool. Sometimes others will prevail and sometimes it will be you. The newly refreshed guideline on professional respect advises:

"Members seeking a position should show professional respect for persons formerly holding the position, successors holding the position, 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."

Wait until a position is officially open before signaling your interest. Word from the network or media may predict a high probability that the position you have eyes on might soon be vacant. But it's just speculation.

Out of respect for your colleague, let it play out before you go looking for the job whether on an interim or permanent basis. This doesn't happen often, but the ICMA Committee on Professional Conduct thought it wise to restate more clearly the guideline on seeking employment:

"Members should not seek employment for a position that has an incumbent who has not announced his or her separation or been officially informed by the appointive entity that his or her services are to be terminated. Members should not initiate contact with representatives of the appointive entity. Members contacted by representatives of the appointive entity body regarding prospective interest in the position should decline to have a conversation until the incumbent's separation from employment is publicly known."

Don't dance on the grave of your predecessor. This was memorable advice delivered years ago by a member during a panel discussion at an ICMA conference. The panel debated why residents in a major city abandoned the council-manager charter and along with it, professional management.

The city faced insurmountable challenges in providing basic services. A frustrated public voted for change. The cause? One panelist highlighted the lack of professional staff as a contributing factor.

An ICMA member rose from the audience to address the panel. He had served as the assistant city manager and city manager for this organization for a total of 14 years in the time leading up to the charter change.

He challenged the panel: How can you draw an accurate assessment of the qualifications or dedication of the professional staff if you were not on the ground with us?

Sitting on the outside, it may be apparent to the expert why some organizations fail. But consider that outside expert assessment lacks the context essential to making an accurate judgment.

Regardless of how much research you do about an organization before taking the leap, you might face the reality that things are not as well organized or managed as you thought. It may leave you doubting your predecessor's skill set, judgment, or ethics.

If it's criminal or rises to the level of an ethics violation, report it as appropriate. As to the rest, fix it! Resist the urge to go public in laying blame. Remember that it may be obvious to you in this time and space, but you lack the context as you weren't there when decisions were made.

Move on. This may sound like simplistic, feel-good advice. The point is that whether you left your positon by choice or not, you are gone.

Your focus now should be on where you landed or where you are headed. Commenting about your former organization, the community, or elected officials, whether on social media or to former staff and officials, is not productive. It doesn't show respect for the person who now holds the position and can actually interfere with his or her efforts.

Even if you never call out your colleague by name, it can create real tension for him or her in dealing with the council and others in the aftermath of your diatribes. Put it behind you.

Have some great insight or advice to offer? Then share it privately with your colleague. To put it in perspective, can you imagine the CEO of a Fortune 500 company spending his or her energy talking about the place he or she just left? Maybe in the autobiography written years later but not in the here and now.

As you interact with your colleagues, keep these guidelines in mind. Let's keep the profession of local government management strong in its tradition of civility and respect.

Martha Perego, ICMA-CM, Ethics Director, ICMA, Washington, D.C. (mperego@icma.org)