Code of Conduct

What exactly is a Code of Conduct and how do we abide by it, and emerge as a trusted leader?  A Code of Conduct is about authenticity and not a corporate document or mission statement that is stuffed away in the HR packet you get when first hired.

A Code of Conduct is really an accurate communication of the core values and principles that live inside of you – a Code of Conduct is the best you on display.

One of the things leaders must be consistently aware of is that every word that flows from them, whether orally, by letter, email, or a text message is shaping and developing a culture in their organization or area of responsibility.

Yes, that’s correct; every interaction you have with another person shapes culture, models the acceptable Code of Conduct, and establishes what people think about you as a leader.

I know you may have never thought about it in this context before. But as a leader, you are consistently being assessed.

Authentic or Just Best Behavior

People are constantly determining whether or not you are authentic or just on your best behavior. The reason I believe leaders are constantly assessed is because people are looking for the right person to follow. They’re looking for someone they can learn from because they truly want to be their best.

Observers are fast paced, high octane learners who not only are learning what you do, but how you do it. We must remember that our personal code of conduct, aligned with our values system, is shaping the minds of on-lookers.

To establish a Code of Conduct and develop a great culture in your organization, it’s not enough for people to follow you because of your position or title. That kind of followship is, more often than not, problematic in nature.

Followers may be uncertain about a leader if that leader has failed to model the Code of Conduct that they expect from others. Code of Conduct must be laced with the practiced virtues of integrity, trust worthiness, honesty, compassion, and self-control.

Personal Code of Conduct

The leaders’ personal Code of Conduct affords leaders the capacity to lead well by focusing on principles that are larger than their own existence. It keeps them continually mindful of the pursuit of excellence. This propels leaders to think about their conduct and produce conscious achievement.

Conscious achievement does not happen by accident, it is the result of consistency and specificity. It is with this mindset that the Code of Conduct is given life by leaders who exemplify the gold standard of leadership.

While we’re talking about consistency and specificity, I think it’s worth it to elaborate on them. Consistency in leadership is everything. What gives you consistency is your decision making capability.

The best decisions are those decisions that are made before you need to make them; I call them “Preemptive Decisions”. These decisions are best made based on your core values and your code of conduct. That way circumstances will not change your behavior and you remain consistent because now all you have to do is execute, not make a decision and then execute.

Related:  8 Core Competencies Leaders Need to Sustain Performance

Be Specific

Next let’s discuss “Specificity”. One of the ways you build your consistent, personal brand and model your code of conduct is through the specificity of your communication. I think it’s safe to say that people need short concise answers with specific direction and a time frame attached to it. This allows you to quickly build the code of conduct.

I see a yellow caution light in this discussion. Specific does not mean short cutting answers or behavior because this could create additional challenges. So when you’re communicating, do it with impassioned sincerity.

Certainly if the building is on fire, be as cutting as you like to get people out of the building – you get the point! So consistency and specificity are two key components in building your code of conduct.

The Code of Conduct Must Be SPECIAL

  • Specific – Be specific in every communication no guess work here. People don’t do well when they have to try and figure out the appropriate behavior. It really accelerates performance to be specific.
  • Public – Publicly model and promote the code of conduct – don’t hide it. Your code of conduct is the best you on display. Who would want to hide their best? If you hide the good stuff, then the bad stuff is on display instead. So. if you’re going to build a castle, don’t build it in the woods. Build it on the top of the mountain for everyone to see!
  • Executed – Execute every chance you get. It gives you opportunities to practice.
  • Clear – be clear about your convictions and model them. People need leaders that are clear – not ones they have to try and figure out.
  • Inspiring- use the code to inspire you and others to higher levels of performance.
  • Acceptable – make sure your code is acceptable to others.
  • Lived – live your code of conduct every moment.

When the Code of Conduct is SPECIAL, it speaks to the best in people and influences great outcomes. It causes the BEST to emerge and don’t we want people to be their best?

When leaders live by a special Code of Conduct, it inspires others. Your authentic Code of Conduct becomes the all inspiring fuel of performance that takes your leadership and your organization’s performance to another level.

Do You Have a Code Of Conduct?

If you have ideas that you feel like sharing that might be helpful to readers, share them in the comments section below. Thanks!

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Mark Hampton
Mark founded FTL Leadership Group in 2005 when he wrote his second book “Follow the Leader” a leadership book that improves personal leadership ability with a focus on high quality people interactions.
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