Leadership in public service is more than just decision-making—it’s about trust, integrity, and leading by example.
Some leaders don’t just perform their duties—they embody what leadership in public service should be. I had the privilege of learning from one such leader, someone whose influence extends far beyond policies and procedures. His leadership isn’t about authority; it is about impact. Through his actions, mindset, and unwavering commitment to the people he serves, he demonstrates what true leadership in public service looks like. Observing him and his team in action provided invaluable insights—lessons that every leader in public service can apply to their own journey.
Key Takeaways
- Integrity is the foundation of leadership; it’s what sustains trust in both quiet moments and high-stakes situations.
- Leadership in public service isn’t about rank or status—it’s about the trust and credibility you build through your actions.
- The best leaders prioritize service over self-interest, ensuring their decisions uplift the team and the communities they serve.
- The strongest public service leaders don’t just issue orders—they empower, mentor, and elevate those around them.
- Crisis don’t create great leaders—they reveal them. How you respond under pressure defines your leadership.
- Leadership isn’t a privilege—it’s a responsibility. The most impactful leaders measure success by the lives they improve, not the titles they hold.
Meet Oliver Pu-Folkes, Leadership Strategist and Chief Investigator
Chief Oliver Pu-Folkes
Some leaders make an impression the moment you meet them—not through titles or accolades, but through presence, purpose, and the way they carry themselves. Chief Oliver Pu-Folkes is one of those leaders.
It’s not every day that a high-ranking law enforcement official reaches out to you unexpectedly, but Chief Pu-Folkes is anything but ordinary. So, imagine how honored I was to hear that he had been following my work and incorporated some of the principles of the original version of The Image of Leadership into his leadership development efforts.
Later, when he generously invited me to NYPD headquarters, I had the rare opportunity to witness firsthand how one of the most respected law enforcement agencies in the world operates behind the scenes—and how he, as a highly regarded public service leader, engages with his team, makes critical decisions, and upholds the standards of integrity and accountability that define his leadership.
Over the years, his career has taken him from shaping the next generation of NYPD officers to a critical leadership role as Chief Investigator for the New York State Attorney General’s Office. Until today, his unwavering integrity and sharp leadership have continued to set the bar for what leadership in public service should look like.
Through him, I gained so many powerful insights about ethical leadership and the immense responsibility that public service demands. Today, I’m excited to share some of those with you, not just as reflections but as actionable insights that can inspire you to lead in public service.
Because every conversation, every observation, and every lesson exchanged with him reinforced one undeniable truth to me: Leadership isn’t about power. It’s about service, about showing up for those who rely on you, about making decisions that put people before politics, and about carrying the immense responsibility of public trust with both humility and strength. And Chief Pu-Folkes and his team exemplify all of that every day.
The Foundation of Trust in Public Service Leadership
One of the most striking lessons I learned was that leadership in public service isn’t “just” about trust—it’s about integrity. Trust may be the foundation, but integrity is what upholds it. Great public leaders understand that public service is a partnership between those who lead and those they serve and that partnership only endures when leaders act with unwavering ethical standards—always, in every decision, in every interaction, and every moment of leadership. Because without integrity, trust is just temporary.
Observing leaders like Chief Pu-Folkes made me realize that trust isn’t something grand or extraordinary that you can “give”—it’s cultivated through hundreds of daily micro-actions, especially those taken when no one is watching. It’s about the quiet, daily choices. It’s about consistency in the smallest moments, the commitments made and honored, and about ensuring that every action aligns with the purpose of serving the public.
In a sector where skepticism often runs high, it made me incredibly proud to witness in how many moments decisions—ones the public will possibly never see or even be aware of—are made with unwavering integrity, ethical consideration, and a deep sense of responsibility. And I can only imagine how many of the decisions in this field aren’t easy or come with difficult trade-offs. But integrity isn’t about choosing the convenient path, it’s about choosing the right one—the one that aligns with principles, even when the stakes are high and even when it demands more of you than the easier route ever would.
Lesson Learned: Integrity is not an option—it’s the foundation and is reflected in every choice, whether small or big, whether visible or unseen.
Service Over Status: The Humility of Great Leaders
As someone with a corporate background, observing public service entities from the outside—whether as a speaker or simply as a constituent—I used to think government institutions were all about ranks, orders, stripes, and hierarchy. And yes, in organizations where decisions can impact entire communities, cities, or even countries, a clear chain of command is undoubtedly essential.
But here’s the thing—when it came to interactions with me, those formal structures didn’t define the public service leaders I was honored to meet. What mattered wasn’t the insignia on their uniforms or the titles they held; it was the way they carried themselves, led, and served. It was always about the common goal of creating something that benefits the agency, the team, the public, and the many stakeholders whose lives and futures are shaped by the decisions made in service.
There are few places where I’ve seen this lesson more clearly than in public service: A title doesn’t make a leader—service does. Watching public service leaders like Chief Pu-Folkes showed me firsthand what it truly means to put service before status. I learned from him that leadership isn’t about power or prestige—it’s about responsibility. I saw how he never placed himself above those he led but instead worked alongside them, making collaboration, not command, the cornerstone of his leadership. I observed that as a leader, you don’t need to micromanage but also don’t abandon your team. I watched that effective leadership isn’t about issuing directives from above—it’s about trusting your team and enabling them to do their job well. And everything is about collective progress rather than individual recognition, stripes on your uniform, or the rank on your badge.
Lesson Learned: The most effective leaders don’t elevate themselves; they elevate the people around them and know that influence—not hierarchy—is what creates real progress.
Crisis Management: Where Leadership Is Truly Tested
It’s easy to lead when everything is running smoothly. But true leadership is revealed in moments of crisis. When I had the once-in-a-lifetime opportunity to visit the NYPD headquarters, it was an incredible experience to witness just how prepared the greatest city in the world is for moments of crisis, uncertainty, and unforeseen challenges. There is this calm, steady presence of leadership on one side, but also an acute awareness and respect in the air that everything could change in the blink of an eye.
In many organizations, chaos erupts when the unexpected happens, systems fail, communication breaks down, or people are caught off guard. But what I learned about public service institutions’ strength lies in preparation and adaptability. They don’t just react to emergencies—they anticipate them. They don’t just rely on protocol—they train for every possible scenario. Most importantly, they understand that leadership in public service isn’t about waiting for the storm to pass; it’s about standing firm in the middle of it, ensuring those they serve feel protected, informed, and reassured—at any time.
For that, you need leaders like Chief Pu-Folkes and those he generously introduced me to. These leaders face challenges head-on—not with panic or impulsivity, but with preparedness, measured decision-making, and composure. They know that their ability to remain calm under pressure sets the tone for those around them. They know that, especially in times of uncertainty, people look to their leaders for stability, reassurance, and direction.
Public service leaders’ approach to crisis management isn’t just about solving the immediate problem; it is about thinking ahead, anticipating consequences, and ensuring the entire team is prepared for what comes next. Leaders like Chief Pu-Folkes understand that reacting differs from responding—and that great leaders do the latter.
Lesson Learned: Leadership isn’t about avoiding challenges—it’s about preparing for them and facing them with clarity, control, and confidence.
What Corporate Leaders Can Learn from Public Service Leadership
Leadership in public service operates under a unique set of pressures—scrutiny from the public, accountability at every level, and decisions that often carry life-altering consequences. But here’s the truth: Corporate leaders face their own high-stakes moments, and some of the most essential leadership traits transcend industry lines. Watching Chief Pu-Folkes and other exceptional public service leaders in action, I couldn’t help but think about what leaders in the private sector could gain by adopting similar principles.
- Lead as if the public were watching—because someone always is: One of the defining characteristics of public service leadership is the expectation of transparency. Every decision, every policy, and every mistake is under a microscope. While corporate leaders don’t always operate under the same level of public scrutiny, they should lead as if they do. Because, in reality, their employees, clients, stakeholders, and competitors are watching. Reputation is built—or broken—not in boardroom presentations but in everyday interactions, ethical choices, and moments of accountability.
- Serve the team, not the ego: In public service, leadership isn’t about personal gain but protecting, uplifting, and advancing the collective mission. There’s no room for self-interest when the stakes are high, and lives depend on leadership decisions. The best corporate leaders understand this, too: Leadership isn’t about power; it’s about empowering others. A true leader builds a culture where team members feel seen, valued, and equipped to succeed—not where their title or authority is the primary focus. Only when you shift from “What can my team do for me?” to “What barriers can I remove so my team can succeed?” you can build companies that thrive from the inside out.
- Train for the crisis before they happen: The most effective public service leaders don’t react to emergencies; they prepare for them. They anticipate challenges before they arise, train their teams for high-pressure situations, and lead with clarity when stakes are at their highest. On the other hand, many corporate leaders operate in reactive mode—responding to crises only after they’ve unraveled. The best corporate leaders take a lesson from public service by proactively preparing for disruption, economic downturns, or industry shifts. They build resilient cultures that withstand uncertainty instead of scrambling when adversity strikes.
- Prioritize responsibility over recognition: What struck me the most in my observations of Chief Pu-Folkes and his team was a mindset that should be the foundation of leadership everywhere: The best leaders don’t chase recognition—they embrace responsibility. They don’t seek praise for their efforts; they measure success by the lives they impact, the teams they strengthen, and the values they uphold. In business, leadership is often tied to performance metrics, financial results, or market success. But the most sustainable, respected coporate leaders should understand that their true legacy isn’t in spreadsheets or profit margins—it’s in the people they lead, the culture they shape, and the trust they build.
Public service leaders don’t always get headlines for doing the right thing. They don’t make decisions based on what’s easiest or most popular. And yet, their impact is undeniable. Imagine if more corporate leaders led with the same level of integrity, service, and preparation—not for recognition but for the responsibility of leadership itself.
Beyond the Badge: A Guide to Leadership Identity in Public Service
The special edition The Image of Leadership in Service & Duty delves deeper into the principles that shape the professional identity of successful public service leaders and the responsibilities they uphold. And I am incredibly honored that Chief Pu-Folkes wrote the foreword for this book—his wisdom, insights, and experience will offer invaluable insights for any leader navigating the complexities of public service. Consider it an opportunity to gain the same lessons I was so fortunate to receive firsthand from him.
