Read the informal dynamics that determine whether corporate codes of conduct actually moves.
Designing Corporate Codes of Conduct and Activating Them in Practice
Turn corporate codes of conduct from a stated policy into a practice your organisation can evidence.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on corporate codes of conduct, which nobody trained them for. The hardest part of codes of conduct is rarely deciding — it is holding the decision when it becomes unpopular. Participants develop a defensible line of reasoning for the choices they make about this strand of organisational leadership. It treats corporate codes of conduct as an operating discipline and equips participants to run it as one. What blocks progress on this part of organisational leadership is usually unclear ownership rather than unclear intent. The method assumes participants will be challenged on their handling of codes of conduct and prepares them for it. It is written for people who have to make corporate codes of conduct work with the resources they already have. Organisations that document codes of conduct properly resolve disputes about it far more quickly. The closing exercise tests whether the participant's plan for the wider organisational leadership agenda survives a hostile question.
Expected Learning Outcomes
Build the internal capability for codes of conduct rather than depending on external support indefinitely.
Set direction on corporate codes of conduct that people can act on without further interpretation.
Anticipate the objections that codes of conduct will attract internally and answer them in advance.
Assess the current state of corporate codes of conduct against a structured set of criteria rather than impressions.
Hold difficult conversations about codes of conduct early, while they are still small.
Translate corporate codes of conduct into objectives each person can see themselves in.
Who Should Attend
Human resources partners advising leaders on corporate codes of conduct.
Founders and owner-managers formalising codes of conduct as the organisation grows.
Those responsible for briefing external stakeholders on corporate codes of conduct.
Quality staff verifying that codes of conduct performs as designed.
Department heads and senior managers accountable for corporate codes of conduct.
Managers of geographically distributed teams handling codes of conduct.
Course Modules
Corporate codes of conduct: influence across functions you do not control
2 sessions · 8 pointsSession 1Applying the standard on corporate codes of conduct to your best performer
- Give one piece of specific feedback on corporate codes of conduct within the week.
- Review whether codes of conduct is aligned with the objectives of the management team.
- Agree the standard on corporate codes of conduct and confirm it applies to everyone.
- Define the trigger that would require codes of conduct to be redesigned.
Session 2Holding the line on codes of conduct when it costs you
- State the outcome expected from corporate codes of conduct in a single sentence anyone can repeat.
- Verify six months later that changes to codes of conduct have held.
- Prepare the response for the most likely failure in corporate codes of conduct.
- Collect evidence on the present handling of codes of conduct before proposing changes.
Codes of conduct: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Where codes of conduct typically breaks, and why
- Prepare how you will respond when corporate codes of conduct is challenged publicly.
- Record what was learned when codes of conduct did not go as planned.
- Assess the workload corporate codes of conduct adds and what you will remove to make room.
- Name the person accountable for each part of codes of conduct, not the committee.
Session 2The cost of codes of conduct and how to present it
- Test the procedure for corporate codes of conduct against a realistic scenario.
- Review a past decision on codes of conduct and state honestly what you would change.
- Arrange the handover of corporate codes of conduct so capability survives staff changes.
- Confirm that the people affected by codes of conduct heard it from you first.
Codes of conduct: performance, standards and consistency
2 sessions · 8 pointsSession 1The meeting that finally unblocks codes of conduct
- Ask the team what they think is wrong with the plan for corporate codes of conduct.
- Set out how exceptions to codes of conduct are requested and approved.
- Write down the assumptions underpinning the approach to corporate codes of conduct.
- Decide the point at which you would escalate codes of conduct.
Session 2Testing corporate codes of conduct before relying on it
- Benchmark the organisation's corporate codes of conduct against comparable operations.
- Reduce the variation in how codes of conduct is carried out between teams.
- Decide what you will delegate on corporate codes of conduct and what you will not, and say why.
- Recognise publicly one person whose work on codes of conduct went unnoticed.
Codes of conduct: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Showing that codes of conduct changed something measurable
- Agree the smallest change to corporate codes of conduct that would be visibly useful.
- Identify the conversation about codes of conduct you have been postponing, and schedule it.
- Set the decision rights on corporate codes of conduct: who decides, who is consulted, who is told.
- Rehearse the briefing on codes of conduct that would follow an incident.
Session 2Building someone who can run codes of conduct without you
- Check whether incentives anywhere reward behaviour that undermines corporate codes of conduct.
- Test whether the team can explain codes of conduct in their own words.
- Check that records of corporate codes of conduct answer the questions likely to be asked.
- Name a single owner for each element of codes of conduct.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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