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Code of Conduct
(O p e r a t i n g    P r i n c i p l e s)

  What does it take to get everyone to jump through the right hoops? It take an inordinate amount of energy and "brain damage"! Here's an idea:  Why not get the entire team/organization (or individual teams) together to come up with their own organizational principles -- a code of conduct?

  It's a great way for any organization to to understand "how" they do the "what". Review the "Organizational Performance" information below to gain more clarity about the value of engaging in such a process.

  Here's the skinny. Core values must be expanded and translated into operating principles -- a code of conduct -- for maximum effectiveness. This code must be communicated to each member of an organization in easy-to-understand terms. Failure to have a shared code of conduct can produce disastrous results in any organization. 

  It is wise for an organization to expand its core values into operating principles to avoid misunderstanding and misinterpretation of the words themselves. 

  For instance, in some organizations, the core value of honesty becomes a visible operating principle when associates tell clients the truth about a problem in their organizations instead of lying to gain a lucrative contract. The core value of caring becomes an operating principle as respect and concern is shown for each person with whom we work, regardless of his or her position. 

  This simple procedure of expanding our values into a set of positive behaviors has, in effect, created a company's culture, resulting in a good reputation with customers and others in our community. Written operating principles are designed to take ambiguity out of core values.

  Operating principles explain how to demonstrate the core values. They are the organization's character in action. These principles describe the way in which the core values are to be manifested on a daily basis. For example: 

EXAMPLE: (i) We will treat each employee with equal levels of respect. (ii) We will come to meetings on time. (iii) We will not interrupt each other during meetings. (iv) We will work to resolve conflicts cooperatively. (v) We will return telephone calls within 4 business hours.

  These statements should contain a balance of we will and we will not statements. While they seem to be restrictive at first, they are exactly the opposite. This is a list of items that directly impact the personal/group success and the reputation/integrity of the organization.  At the end of the day the developed list of 10-12 Operating Principles is signed by every participant. The group then decides how to provide accountability for the implementation of each statement. A powerful part of the day-long experience!!!

  Too often, organizations suffer from partial paralysis due to unclear operating principles. Without clear operating principles, meetings disintegrate into endurance sessions or grudge matches. Each member of the organization develops his or her own set of operating principles, generally based upon personal strengths. Controlled chaos reigns.

  No organization has ever suffered from operating principles that were too clear, but many have died from lack of clarity. An outside, objective facilitator makes the process of creating your organization's Code of Conduct (Operating Principles) run smoothly -- utilizing a proven and specialized process.

  Once clarified, operating principles become a powerful tool with which to build a productive organizational culture.  And then everybody jumps through the right hoops under his or her own horsepower. Participants "own" their organization's code of conduct by being involved in the creation of it. And people tend to take care of what they "own".

  Core values -- expanded into a code of conduct -- attract and retain great leaders, faithful followers, and committed customers alike.  Dr. Freeman likes to telephonically interview 2-3 of the participants in advance, utilizing their "anonymous" remarks as a way to customize the entire workshop experience.

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 To Whom It May Concern,

   This letter is to provide a reference to our affiliation with Dr. Joel Freeman during the past several years at National HME, Inc.   We first engaged Dr. Freeman for our national manager’s conference in 2009 to speak to our leadership, providing methods of improving communication and excellence in service. 

   The success of his presentation lead us to engage in a more in depth relationship joining our team as a corporate coach that was expanded throughout our organization to three levels.  All of our executives were involved with Dr. Freeman on a monthly basis and our upper level and mid-level managers were involved on a less frequent basis. Dr. Freeman was involved in our management/leadership meetings yearly.  

   During his four years with National HME he was able to work closely with our management team developing a company culture that was broad and deep.  Our company experienced rapid growth for several years expanding from one location in Texas to forty operating distribution sites throughout thirteen States. National HME, Inc. specializes in provided medical equipment for the hospice industry serving more than 20,000 patients on a daily basis and 400 teammates.  

   His expertise in developing and implementing a Corporate Code of Conduct was invaluable.  The leadership of National HME was very impressed with Dr. Freeman’s ability to ensure that communication and accountability was always in the forefront of the organization.  With the growth of any organization it is imperative that openness and an ability to have a voice in the direction is recognized and appreciated.  This was a valuable and priceless direction that we enjoyed with the skill level that Dr. Freeman provided for our organization. 

   I recently stepped out of the role as the CEO of National HME, Inc. and now in a more passive role as the Executive Chairman.  I have worked with Dr. Freeman in other organizations for many years prior to National HME, Inc. and would certainly recommend him as a great contributor for excellence in your business endeavors.  

   Best regards,

 George R Robertson
  National HME, Inc., Executive Chairman & Founder



Organizational Performance

  For maximum progress, an organization should insure that every task performed is linked to and aligned with its ultimate vision. The Freeman Institute™  suggests at least six basic components of organizational performance. Each component contains additional details about the component above it.   In descending order, they are:
 1. VISION: The vision is extremely broad, lofty and uncluttered by details.   EXAMPLE: XYZ, Inc. will become the finest manufacturer of widgets in the world.

  2. STATEMENT OF MISSION: The statement of mission puts more meat on the bones of the vision.    EXAMPLE: We will manufacture, demonstrate and supply widgets to the government, furniture manufacturers and building & automotive industries.





  3. CORE VALUES: The core values are standards that we live by as a company. They will explain the nature of our organization's collective character.    EXAMPLE: We will strive to be known by our customers, suppliers, employees, leaders and others in the community as people of fairness, integrity, honesty, caring, diligence, and hard work.

*IMPORTANT: Most workstations have a dusty "8x10" framed copy of the company's vision or mission statement hanging on the wall. But at this juncture (between #3 and #4) is typically where the organization's culture breaks down in terms of how tasks are truly linked into and aligned with its ultimate vision.

  4. OPERATING PRINCIPLES: The operating principles, also known as code of conduct, explain how to demonstrate the core values. They are our character in action.    EXAMPLE: (i) We will treat each employee with equal levels of respect. (ii) We will come to meetings on time. (iii) We will not interrupt each other during meetings. (iv) We will work to resolve conflicts cooperatively.

Each division of the organization (department, function, unit, plant, etc.) needs to concentrate on fairly broad, but focused goals in order to achieve the mission. These must be written and made clear to everyone in the organization and must be linked directly to the mission statement. EXAMPLE: Maintenance, production, accounting, marketing, sales, shipping, receiving, etc....

  6. INDIVIDUAL TASKS: The final component (s) of the process are the individual tasks done by each member of the organization on a daily basis. For peak performance every organization needs: Proper people punctually performing prioritized projects that achieve goals to accomplish the mission.


The functions of every individual of every team in any organization must
be hooked into the Vision and Mission. A Code of Conduct helps an
organization determine "HOW" they are going to do the "WHAT".


100% Satisfaction Guaranteed. Period.

If any of this makes sense The Freeman Institute can help any organization of any size -- virtually anywhere in the world -- work through the process required to develop a reality-based code of conduct.
You will reap the dividends for years to come.

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It's kinda scary...but you've been warned!

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