In Change We Trust: Update Code of Conduct To “Do Good” For The Evolving Workforce

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According to MMA artist Georges St-Pierre, “If you look good, you feel good, and if you feel good, you do good.” This wise counsel intended for individuals is deceptively applicable for the organizations they represent. If organizations “look good,” they “feel good” and then “do good.” Right?

Not always. Five years ago, I downloaded the Uber app to travel from Arlington, VA to Washington, D.C. The app’s seamless user experience certainly made Uber “look good” and “feel good.” User adoption of the app skyrocketed over time. However, Uber’s organizational culture continues to be plagued with internal issues. It is apparent that Uber does not know how to “do good” for its key stakeholders — employees.

As organizations prepare for long-term change, they must update their code of conduct accordingly to “do good” for their stakeholders, namely employees. The code of conduct in a startup culture won’t work as their concentrated footprint is globalized over time. Additionally, the code of conduct at a large organization experiencing tepid growth in mature markets won’t work as they streamline operations to be profitable in niche markets. Long-term change tends to diversify an organizational culture.

Recognizing this diversification, organizations must first evaluate their existing code of conduct, and consequently identify opportunities to update it based on business transformation activities. Several activities may drive a thorough review of existing code of conduct, such as a renewed approach to embrace generational diversity and safeguard proprietary data. The updated code of conduct must incorporate guidelines on how everyone within the organization, no matter how they differ in professional talents, qualifications, and proficiencies, can “do good” for each other and their stakeholders.