WHAT THIS MEANS

1.1        What is best for your clients must be your paramount concern in every assignment. By serving your clients well you should do well. If you are not able to put your client’s needs first, then you should refuse or withdraw from the assignment.

1.2        Do not promote services, accept engagements, conduct work or provide advice to your clients that are in any way to your advantage or potential advantage while to your client's disadvantage or potential disadvantage. Avoid the temptation to create a more sophisticated solution to your client’s problem than is necessary or than your client is prepared to implement.

1.3        Before undertaking assignments, make sure that you do not accept any terms or conditions that may affect your objectivity, such as a contingency fee based on short term results that could be detrimental to the best long term interests of your client.

1.4        Do not accept or conduct work that is in the interest of any individual or group within your client’s organization (e.g. specific managers, staff departments) if the work would, in any way, be detrimental or not serve the best interests of the overall organization.

1.5        Do not accept or conduct work that is in the interest of any individual or group external to your client’s organization (e.g. suppliers, special interest groups) if the work would, in any way, be detrimental or not serve the best interests of the overall organization.

1.6        Always provide objective and independent advice.  Do not allow your objectivity and independence to be influenced by any individual or group either within or external to your client’s organization. Conduct yourself professionally and do not allow personal feelings of animosity or attachment to compromise your objectivity.

1.7        Represent yourself truthfully. Do not attempt to deceive prospective clients about your qualifications in order to secure an assignment. Avoid misleading advertising, pressure tactics or other unprofessional methods of obtaining business.

© Copyright IMC USA 2002

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