Every member of BWA is expected to comply with a code of conduct determined by the Directors from time to time. A member should comply with the following standards of conduct:

  1. The member should act honestly, in good faith and in the best interests of BWA as a whole.
  2. The member has a duty to use care and respect of others when participating in any BWA activity.
  3. The member should use their membership for the intended purpose of the collective, in the best interests of the BWA and its stakeholders, directors, leaders, members, staff and suppliers.
  4. The member should recognise that the primary responsibility is to BWA but may, where appropriate, have regard for the interest of other stakeholders of the BWA.
  5. The member should not make improper use of information acquired as a member.
  6. The member should properly manage any conflict with the members, staff or conduct of BWA using the proper lines of communication.
  7. The member has an obligation to be independent in judgement and actions and to take all reasonable steps to be satisfied as to the soundness of all decisions made by the directors and leaders of BWA.
  8. Confidential information received by the member in the course of collaborating with BWA remains the property of the company from which it was obtained and it is improper to disclose it, or allow it to be disclosed, unless that disclosure has been authorised by that company, or the person from whom the information is provided, or is required by law.
  9. The member should not engage in conduct likely to bring discredit upon the company.
  10. The member has an obligation, at all times, to comply with the spirit, as well as the letter, of the law and with the principles of this Code.
  11. When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.

CODE OF CONDUCT SPECIFIC TO DIAMOND LEADER’S

A Code of Conduct is about authenticity and not a corporate document or mission statement. A Code of Conduct is an accurate communication of our core values and principles that live inside of each one of us – a Code of Conduct is the “best you” on display.

Leaders must be consistently aware that every word that flows from them, whether orally, by letter, email, or a text message is a reflection of their values.

As Diamond-level Leaders of BWA we are shaping and developing a culture for our collective.  Every interaction we have with other members, non-members, BWA staff and service provides, shapes our culture, and establishes what people think about you as a leader and BWA as a collective. Rest assured that as leaders, we are consistently being assessed.

Authentic or Best Behaviour?

BWA leaders are constantly being assessed because women in business are looking for the right person to follow. They’re looking for someone they can learn from because they want to be their own best – they are striving for success.

Our code of conduct is aligned with our values system, and it shapes the minds of our members and those looking at our collective.

To establish a Code of Conduct and develop a great culture, it’s not enough to rely on membership level, position or title. It has already been our experience that this kind of thinking is problematic and doesn’t reflect our view that everyone has value no matter what level they are in the collective, or what job they do in our operations team.

When working with our team Diamond member leaders must model the Code of Conduct that we expect, reflecting our values of respect (communicating with care, calm thought), integrity (no bullshit), trust (being true to our word and meeting the commitments we have made on time), honesty (without being brutal and aggressive), compassion (care for others and considering their feelings), and self-control (discipline is key).

Personal Code of Conduct

Diamond Level leaders’ personal Code of Conduct affords them the capacity to lead by focusing on principles that are larger than their own existence. It keeps them continually mindful of the pursuit of excellence.

Diamond Level leaders must think about their conduct in a conscious and consistent way.

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