Q:  We are trying to develop an overlying code of conduct for our company.  The problem is we cannot everyone on the same page.  I have a sample from another company and we are trying to apply it for our business.  It is all most like shoving a square page in a round hole.

A:  Before you can start writing your code of conduct you need to consider how you will integrate the code, mission, and the ground rules which are also known as the code of conduct.

Integration is the process by which the separate elements or parts of your business come together as a whole.  Some objectives needed for integration include:  finding common ground, understanding the process, mastering conflict resolution, and communications.

The primary purpose of communication is to create common ground.  You should look at your intention, ability, appreciation of context and results.

What is our intention

1. •What is your purpose for communicating
   

2. •How do ensure understanding and follow-up
   

Ability

1. •Listen for Understanding
   

2. •Speak for Understanding
   

Appreciation of Context

1. •Who are they?
   

2. •What is their situation?
   

3. •What is their need?
   

Results

1. •Integration and Understanding
   

2. •Mutual Success with fewer mistakes
   

The constellation of factors which surround the the company and it’s staff

1. 
   

2. Areas we need to take into considerations:
   

3. •Global
   

4. •National
   

5. •Regional
   

6. •Market
   

7. •Company and it’s stakeholders
   

8. •Department/Functional
   

9. •Teams
   

10. •Personal
    

11. •Past and Present
    

Mission

1.    The mission is a short, powerful, and easily understood statement of the company’s purpose, which clearly communicates the company’s fundamental reason for existence:  TO MAKE OUR GUEST SMILE.
   

2. •What is our mission statement?
   

3. •Do you agree with it?
   

Ground Rules (Code of Conduct)

1.    The code describes the underlying principles and values so that an employee better can understand and meet the expectations and requirements of the organization, even in cases not articulated in any document.
   

It facilitates dialogue about ethical issues and goes a long way towards ensuring that well intentioned people will not mistakenly choose the wrong path when confronting situations not adequately addressed in policy, procedure, law, regulation or by-laws.

It’s an ethical document defining what an organization means when its holds its staff to the highest ethical standards - its details the fundamental maxim - do the right thing, by defining right and wrong in some detail.

It has legal standing, in that the standards articulated become concrete evidence of the organization's expectations and intentions, with respect to the behavior of its employees.

It is pragmatic in its examples and the efficiencies resulting from an agreed-to description of both organizational values and the behaviors that those values prescribe.

It serves the organization in times of change and uncertainty, where the law and policy may be vague, or an issue is so new that law has not yet spoken.

Code of Conduct

1.    Codes are also the primary vehicle for articulating how the core values/principles of the organization will function at the all levels.
   

1. There is no perfect set of values
   

          Typically codes list no more than seven to ten core values

Typical among the values used to define the ethical standards for companies are:

1. •Accountability
   

2. •Courage
   

3. •Excellence
   

4. •Fairness
   

5. •Honesty
   

6. •Honor
   

7. •Independence
   

8. •Integrity
   

9. •Leadership
   

10. •Quality
    

11. •Responsibility
    

12. •Respect
    

13. •Social responsibility/Community
    

14. •Sustainable development (a recent addition to many lists)
    

15. •Trust (not a value in and of itself - more the consequence of ethical conduct)
    

   Please note that several of these values might be characterized as "ethical values" (e.g. honesty and fairness) while others are more aptly describe as "organizational values" (e.g. excellence and sustainable development).

More Value Examples

Values can be broken down in three areas:

Personal/PeopleBusinessTask

  RespectMarket SharePlanning

  TrustProfitOrganization

            HonestyROIEfficiency

  OpennessContributionAccuracy

  Follow-throughUrgencyTimeliness

Creating the Behavioral Standards

    While values are the foundation of a viable code, it is the language used to translate ideals into behaviors that makes a code a critical document for companies.

Perhaps the simplest examples of that are "honesty" and "fairness".

  Honesty - Being candid, open, truthful and free from deception and deceit in all actions. Telling the truth, even when doing so may be difficult. Being forthcoming with all relevant facts and information.

  Fairness - Consistently applying the same ethical standards to every person and situation. Acting in ways which do not provide inappropriate advantages or disadvantages to any party, or which could reasonably create the appearance of such advantage or disadvantage.

Defining the values in behavioral language is a necessary prelude to creating the body of the code. Events have highlighted both how important and how difficult it can be to create language that is both detailed enough to provide meaningful guidance and broad enough to cover all relevant circumstances.

Rules of Engagement

Ground rules are sometimes also called Rules of Engagement, Code of Conduct, etc.

Ground rules should not be created lightly. 

  They should be list of behaviors that truly exemplify the values that are important to the team. 

  Each item should come from a candid, energetic discussion by team members.  Many times it is easy to agree on values in the abstract and much more difficult to agree on the specific behaviors that exemplify the values.  Behaviors are where “the rubber meets the road.”  Trust, for example, can be easily agreed to in the abstract but may mean very different things to different individuals.  The value only has meaning when everyone has had a chance to discuss what it means to them in terms of their behavior and the behavior of others.

Creating Our Code of Conduct

  Process:  Using the sample list, take time as a team to add to or modify the list as needed.  Be sure to consider ideas which emphasize interpersonal relationships as well as procedural and task issues.  For example, what are some of the core values you want to abide by in your work together?  What are the behaviors which would exemplify these values and how do they apply to the processes you will use as a team to get tasks/assignments accomplished?

  Write the final list of behaviors down on the team flip chart and post them where they are always visible to you for the duration of the course.  While you are creating the ground rules, notice how the people on  your team are interacting with each other.

Examine Your Policies

1.     Examine your business policies and make any changes necessary to bring your policies consistent with your business and task values.
   

Make a Survey

1.     From your list of personal, business and task behaviors, make a survey that you can use to evaluate your actual practices from time to time.
   

For more information please contact Russell Disberger, russell@aspenbusienssgroup.com

or call him at (970) 984-0876