A code of conduct can come in many forms:
The Marines use "Semper Fi (delis)" ('Always Faithful') as a promise that they will not let each other down.The Golden Rule of "Do unto others as you would have them do unto you."Even Colonel Sanders', "We do chicken right!" was a type of value statement that helped KFC workers and customers share similar expectations of fried chicken.A very effective way to do this is on a project is in a meeting with the project principles, project department heads, and some 'high-potential' project employees before the project starts bringing aboard the rest of the team.
Please let me clarify something before we go farther. This code of shared values is not intended to replace the compliance regulations required by government agencies; specifications and procedures required by insurance companies; or the policies from the Human Resources or Safety departments on the project.
It is intended to identify and publicize the unspoken expectations that we all have of each other on a project. Unfortunately, even though these are traditionally unspoken, we still expect coworkers to be aware of them and comply with them. Then we get upset when they do not.
Here is how you can present it to your audience:
You: "What value do you think a code of conduct has for an organization?" Keep asking until you get an answer similar to this, "It defines their expectations of each other. It gives them guidance for action where there are no specific rules and regulations."Then ask, "Do you think our project qualifies as an 'organization'?" (You should get agreement on this.)Next, "Do you think we could avoid some potential friction among team members if we could identify and publish a Code of Conduct for our project?" (Expect more agreement, here.)"If so, what kind of behaviors would we want in our Code?"You may get many suggestions with this question but they will probably distill down into thoughts like these:
Be reliable. Get to work on time (or early); meet your promised deadlines (or earlier); and follow through on your promises to team members whether project related or personal.Share knowledge if possible and ask for help when needed.Smile and be as friendly as you can. We are all in this together.Consider your behavior as seen through the eyes of your peers. (If they were asked, "What is it like to work with you, what would you want them to say?" Then be sure your actions would make it easy for them to make those comments about you.)Trust is historic. Team members have to learn they can trust you.Some limitations you should consider while developing this code is the temptation for some to be 'preachy', too lengthy, or too much like specific rules that already exist somewhere else on the project.
Try to discourage this as much as you can because short, concise, and easy-to-remember statements are more likely to be used by the workforce. But, if they insist that is what they want, then give it to them because it is their project and they are agreeing (by arguing their points) they are willing to live by them.
After all, this is all you were after, anyway!
Richard ("Dick") Grimes has used his 30+ years experience in training and operations management for private and public organizations as a foundation for his company, Outsource Training.biz LLC.
Human Resource professionals can earn pre-approved, re-certification training hours by visiting his website, http://www.outsourcetrainingonline.com/. If they send an email to him after taking a course with the word "Ezine" in the subject line, they'll get a $25 REBATE on the course.