The Most Overlooked PR Skill: Ethical Decision-Making
Posted on Sep. 9, 2026
By M.J. Clark, M.A., APR, Fellow PRSA
To do the right thing when nobody’s looking takes skill and self-awareness. We look to our personal values and deeply held belief systems when faced with tough ethical decisions, but we can find ourselves mentally wriggling out of moral choices with some clever reasoning to save face, look good, or simply avoid consequences.
Earlier in my career, it used to really bother me that the PRSA Code of Ethics was not enforceable or legally binding. I saw violations, and it upset me that nothing could be done about them. I’ve come to understand that our code is designed to guide ethical behavior and foster professional integrity. It functions as an honor system, which makes perfect sense because public relations is a profession built on trust.
Every client pitch, every press release, every public event, every crisis communication strategy shapes public perception. What ultimately keeps PR professionals accountable is their own commitment to these guiding principles. And if someone violates them? Nobody’s going away in handcuffs, but public perception may be damaged, and that practitioner’s personal reputation is sullied.
In high‑stakes situations when a member’s actions violate the Code and involve legal or regulatory sanctions, PRSA may remove a practitioner from PRSA platforms or from PRSA roles. But most ethical challenges aren’t dramatic. They’re subtle, situational, and often complicated.
Our Code of Ethics doesn’t just set expectations; it shapes how you and I earn and retain personal and professional credibility. PRSA’s Board of Ethics and Professional Standards (BEPS) provides training, case studies, and resources to help members understand and apply the Code.
Many practitioners think they already “know” how to be ethical, so they rarely revisit the Code and certainly don’t think they need ethics education. It’s not exactly a sexy topic for a PRSA luncheon. But in practice, the gray areas are everywhere and navigating them is harder than it looks.
Ethical practice doesn’t happen by accident. It happens because professionals choose to stay curious, ask hard questions, and seek guidance when something doesn’t feel quite right. If you ever find yourself in that moment, your chapter’s ethics officer (M.J. Clark, [email protected], 614-214-7062) and BEPS members are here to support you. Reach out any time.
About the author: As vice president at Integrated Leadership Systems, MJ Clark helps company leaders plan for ownership and management succession and foster more authentic communication in the workplace. She help executives better manage their emotions, become more assertive and confident, better handle stress, and fine-tune leadership and management skills, so they may better serve their internal and external customers.
She is the author of three books, Shut Up and Lead: A Communicator's Guide to Quiet Leadership, Shut Up and Manage: A Quiet Leader's Guide to Engaging Others, and Leading Through Listening: How Professional Communicators Can Turn Insecurity into Quiet, Confident Leadership.
MJ is accredited in public relations and was inducted into the Public Relations Society of America's College of Fellows in 2016. She served on the Board of the PRSA East Central District from 2015-17 and as the PRSA Central Ohio president in 2005. She was a visiting professor at Ohio University's Scripps School of Journalism in 2006 and 2007, teaching public relations courses and advising OU's Public Relations Student Society of America. She have served as the professional adviser to OU's award-winning, student-run PR firm, 1804 Communications (formerly ImPRessions) since 2011. MJ is currently the Bylaws and Ethics Office of PRSA Central Ohio.
