Tough decisions and long-term trust – IPS Managing Director Sascha Kurz shares her take on why ethical choices in project management matter more than ever.
At IPS, we believe the foundation of successful project management is built on integrity, transparency and accountability. These principles don’t just guide our daily operations – they define how we navigate the complexities of large-scale infrastructure projects and the trust we build with our stakeholders.
Here are some of the important lessons I’ve learned about how and why ethical choices can make or break your success.
Lesson 1: Integrity is the cornerstone of ethical leadership
Throughout my career, I’ve learned that integrity isn’t just about following the rules – it’s about setting an example, even when the stakes are high. One of the most difficult projects I ever worked on taught me this firsthand.
The challenge wasn’t technical but ethical – a decision that could impact both the project’s success and the people involved. Instead of shielding the client from tough news about delays and unexpected costs, I chose transparency. That moment shaped my understanding of integrity. Owning up to difficulties may be uncomfortable in the short term, but it builds long-term trust.
As engineers and project managers, we never want to disappoint a client, but I’ve come to believe that how we handle setbacks matters more than avoiding them.
In my opinion, ethical leadership isn’t about achieving perfection, it’s about communicating honestly, managing expectations, and remaining solution-focused, even when things don’t go to plan.
Lesson 2: Transparency creates trust
Transparency is at the heart of ethical project management. Open, honest communication – whether about progress, costs, risks or unforeseen challenges – creates stronger, more resilient partnerships.
Early in my career, I witnessed the consequences of managing issues behind the scenes rather than addressing them openly. Midway through a project, I realised the situation was more complex than anticipated.
Admitting this to stakeholders was daunting, but that decision led to better collaboration and problem-solving. Instead of eroding trust, transparency strengthened it, ensuring we had the resources and support needed to get the project back on track.
Lesson 3: Keep yourself accountable
Accountability is just as important as integrity and transparency. As project leaders, we are responsible for every decision, setback and success. Holding ourselves and our teams accountable upholds the highest standards and protects the long-term reputation of our projects and our company.
I know accountability can be an intimidating concept as it’s often associated with pressure and consequences. But I prefer to see it through the lens of progress over perfection.
Mistakes and challenges are inevitable in this industry, but they don’t define us. What truly matters is how we acknowledge them, learn, and move forward. When we embrace accountability, we create a culture where resilience and improvement thrive.
Lesson 4: It’s our duty to be ethical – for public health, safety and wellbeing.
I believe our roles as engineers, consultants and project managers goes beyond just delivering projects – we also have an ethical duty.
To me, ethical engineering means making decisions that meet today’s needs while also protecting the long-term sustainability of our environment and communities. It’s about prioritising public health, safety and wellbeing. At IPS, we follow the Engineers Australia Code of Ethics to guide every decision.
As leaders in this field, we set the tone for ethical standards across our teams. The lessons we learn in our toughest projects should inform every new challenge we take on. I’ve found that making ethical choices is easier when the pressure is low, but it’s when the pressure is high that our true character is tested.
At the end of the day, we all have to go home and feel proud of how we acted. Doing the right thing, even when it’s difficult, isn’t just a professional responsibility, it’s about staying true to our values. That’s the kind of leadership I strive to provide at IPS.
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