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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. |
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| 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
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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.
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W
H
A
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H
O
W |
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.
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5.
FUNCTIONAL GOALS: 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.
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W
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A
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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".
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OFTEN
ORGANIZATIONS NEED HELP WITH THE VARIOUS COMPONENTS,
EITHER WITH THE DEVELOPMENT AND / OR IMPLEMENTATION
OF THEM. |
 100%
Satisfaction Guaranteed. Period.
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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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"Dealing
With People Who Drive You Crazy!"®
The
Freeman Institute™
Box 305, Gambrills, Maryland 21054
TEL 410-729-4011 CELL 410-991-9718 FAX
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