There is no single rule about what’s acceptable in the workplace and what isn’t. It varies across industries and from one company to another. Also, the “rules” change over time. Twenty years ago, it made sense for a company to prohibit mobile phone use during work hours. Now, almost everyone wants and expects to have access to their phone. Plus, individuals have different backgrounds and expectations—what’s normal and acceptable to one person may not be to another.

For all of these reasons, if you don’t spell out what good behavior looks like, everyone may not know. And yes, there may occasionally be that person who does know what good behavior is but for whatever reason chooses not to practice it. The solution is to get the entire company involved in developing a “Standards of Behavior” contract.

This document can address any and all aspects of behavior at work: from how we interact with clients and customers to the nitty-gritty of how we behave toward leaders and coworkers. If we can’t help a customer do we find someone who can? Do we complain about problems or do we work to fix them? Do we come to meetings on time? Do we talk too loudly on the phone? Do we pitch in when a coworker needs help? All of these behaviors—and many others—can be spelled out and standardized.

If this seems extreme, consider just how important workplace behavior is. I find that when people are on their best behavior they communicate more clearly, there are fewer unpleasant conversations, and everyone enjoys being at work more. People work better in teams, which leads to better collaboration and innovation. And all of this together adds up to more engaged employees, improved performance and productivity, and yes, happier customers.

Consistency across the organization is the most elusive item in most companies. Some people may behave well all the time, others don’t. Customers may have good things to say about one department but not another. Standards of behavior create a more consistent experience for everyone. Obviously, that’s better for customers but it also feels better for employees. When times get tough economically it’s good for morale to have a workplace that feels calm and stable.

Plus, people just do better when we are 100 percent clear on what the rules and boundaries are and when we see that everyone is following them. Blurred lines and vagueness make us anxious. Clarity sharpens our focus.

Because standards of behavior are written down and “official,” they seem more real and people take them more seriously. Plus, once the standards are agreed upon and signed by everyone from the CEO on down, you’ll have something official to hold people accountable to. This document truly does keep people on their toes and more aware of their behavior.

Managers will appreciate having firm guidelines to hold employees to. It makes their job easier, and makes it easier to recognize those who are doing it right and move out those who are consistently getting it wrong. “Shape up or ship out” conversations are much less ambiguous when everyone agrees on what the standards are, and understands why they are in place. It also allows employees an opportunity to have the “is this really a fair expectation?” conversation before something goes wrong.

Here are a few tips for creating and applying the standards:

• Start by looking at your company’s long-term objectives. Then, figure out which behaviors can help you meet them. What do you want to achieve over time? Where do you need improvement? Maybe your company has a goal of increasing repeat business. And maybe your customer satisfaction survey shows that customers who call in with a problem feel like they’re rushed off the phone. So you might create a standard that anytime an employee talks to a customer they end the call or interaction by saying, “Are you having any other problems with our product or service that you’d like to tell me about? I have time.”
• Be very specific in your wording. (Remember, clarity counts.) In other words, don’t write “Be polite to coworkers.” That could be interpreted to mean almost anything. Instead, spell it out for employees. Write “Say thank you when someone helps you.” Or “Say good morning when you pass someone’s office as you arrive at work.” Don’t just write “No gossiping.” Instead, write “Only say things about a leader or coworker that you would say directly to their face.”
• Spell out behaviors that show a strong commitment to leaders and coworkers. For example:
• “I will discuss issues directly with coworkers rather than going to other people.”
• “I will respond promptly to all forms of communication.”
• “I will do everything possible to meet deadlines.”
• Include behaviors that impact the customer experience. For example:
• “I will introduce myself to clients and customers and tell them my job title and experience—for example, ‘I’ve worked here for five years and have become an expert in _______’ ” (fill in the blank with the service the client/customer is there for).
• “I will address customers by name as soon as I hear it or see it in writing.”
• “If I cannot help a customer I will find someone else who can.”
• “I will ask customers to tell me if I am not meeting their expectations.”
• Before you finalize the document, give employees the final sign-off. Make sure everyone has a chance to review it and give their input as it’s passed around for signing. If someone objects to a standard, listen to their concerns and alter it if you can. This makes buy-in a lot more likely. Plus, employees may come up with standards that you may never have thought of, just because they work “in the trenches” and know what the issues are.
• Explain the “why” behind the Standards. Connect them to your mission, vision, and values. You may want to do an official rollout to introduce the Standards. Whether you make a celebration out of it or just share it over your company’s intranet, reinforce the reasoning behind them. For example: “Our mission is to be the best organic coffee shop in town. A big part of that is making customers feel at ease and at home. We also know that starts with a positive, happy, fun company culture. So, as you know, we’ve worked with the entire team to develop a set of behavior standards to help us all better meet these goals.” When you explain the why and connect it to your larger purpose people won’t feel a big list of rules is being “imposed” on them.
• Have everyone sign the pledge to make it official. This includes the CEO. Just the act of putting pen to paper makes people far more likely to take the contents of a document seriously.
• Use the standards to weed out unsuitable employees. Have candidates read and sign the standards even before you interview them. This gives people the chance to opt out if they don’t feel your corporate culture is right for them. Two, if you do hire them, they’ll know right away what you expect from them and will be able to get started on the right foot.
• Give the document “teeth.” If someone violates a standard, hold them accountable, even if it’s just a matter of saying, “Remember, our Standards of Behavior says we’ll return phone calls within 24 hours. It’s been four days and you still haven’t called Mr. Smith back.” I have found most times a reminder is all it takes and there’s usually no need to write people up or take more drastic measure. Most people want to do the right thing but we are all human.
• If you violate a standard, admit it and apologize. The standards are for everyone, including leaders, and this is an opportunity to demonstrate that.
• Treat the Standards of Behavior as a living document. Make changes as needed. As companies evolve and environments change, your standards of behavior may need to evolve, too. You might discover that one of the behaviors isn’t working as intended, or you might discover that a new one needs to be added. It’s a good idea to review the document each year to make sure it’s still serving your company’s needs.

The great thing about creating and enforcing a well-thought-out set of behavior standards is that over time your culture grows around it organically. Eventually, people won’t be following the standards because a document tells them to, but because it feels right and natural to them. That’s when you truly become a great place to work and a great company to do business with.