Effective Date: May 30, 2026
I. Purpose
This Code sets out the shared values guiding coaches, contributors, moderators, AI systems, partners, and staff at nRecovery. It’s meant to build trust, support good judgment, and keep the environment safe and constructive for members working toward meaningful personal growth.
nRecovery favors member wellbeing, genuine growth, and honest communication — while trusting professionals to use sound judgment in how they apply these values day to day.
II. Core Principles
These are the values we ask everyone to keep in mind, not a rigid checklist:
- Member Welfare — Keep the member’s best interest in view, especially when it may conflict with convenience or performance metrics.
- Honest Representation — Avoid overstating outcomes, credentials, or guarantees.
- Awareness of Limits — Personal development work is valuable, but isn’t a replacement for licensed clinical care when someone needs it.
- Reasonable Transparency — Members should generally understand what a service does, what it costs, and what to expect.
- Non-Manipulative Influence — Use persuasion ethically; avoid manufacturing dependency or fear-based pressure.
- Sensible Data Handling — Treat personal information respectfully and securely.
- Cultural Awareness — Stay mindful of different backgrounds and contexts when coaching or communicating.
III. Scope of Application
This Code offers guidance for:
- Coaches and mentors
- AI-based coaching tools
- Course creators and educators
- Community moderators
- Affiliate partners
- Vendors and service providers
- Internal staff
- Volunteer leaders
Participation in nRecovery implies general alignment with these values; day-to-day application is left to professional judgment.
IV. Professional Conduct Guidance
A. Role Clarity It’s helpful for professionals to have a general sense of what role they’re playing (coach, educator, mentor) in a given interaction, and to mention it if there’s a meaningful shift — a quick verbal heads-up is sufficient in most cases.
B. Risk Awareness nRecovery is not a mental-health treatment provider. If a coach notices signs that someone may be at risk of serious harm, the expectation is simple: don’t try to handle it alone — point them toward appropriate resources (crisis lines, licensed providers, emergency services if the situation seems urgent). A brief note afterward is good practice but doesn’t need to be a formal report.
C. Coaching vs. Therapy Coaches shouldn’t present themselves as diagnosing or treating psychological conditions. If something looks like it’s beyond coaching scope, a referral suggestion is encouraged — using good judgment about when that’s actually needed rather than a fixed checklist of triggers.
D. Member Understanding Before starting paid services, members should have a reasonable idea of what they’re signing up for — what it includes, roughly what it costs, and how to cancel. This can be communicated clearly through onboarding materials, FAQs, or a conversation; formal signed consent forms aren’t required for every tier of service.
E. Conflicts of Interest If a professional has a financial or relational interest that could reasonably color their advice (affiliate deals, commissions, dual relationships), a simple disclosure to the relevant parties is good practice. There’s no need for annual paperwork cycles — updating disclosures when something materially changes is enough.
F. AI & Technology Members should have a general awareness that AI tools may be involved in their coaching experience. Human oversight should exist somewhere in the loop for higher-stakes guidance, but routine, low-stakes AI interactions (encouragement, check-ins, tracking) don’t need case-by-case human review. AI is a support layer that extends the team’s reach — it doesn’t need to be treated as inherently suspect. AI-generated guidance should be reviewed and improved over time based on observed performance and member feedback.
G. Confidentiality & Data Use reasonable security practices appropriate to the size and nature of the organization. Let members know generally how their data is used. Avoid sharing data unnecessarily. Formal cross-border data agreements aren’t necessary for routine operations — standard privacy practices are sufficient. Confidentiality can be set aside when there’s a genuine safety or legal reason to do so. Only the information reasonably necessary should be shared.
H. Marketing Ethical marketing techniques—including social proof, limited-time offers, and promotional campaigns—are acceptable provided they are truthful and not materially misleading.
I. Internal/Organizational Coaching When coaching happens through an employer or sponsor relationship, it’s good practice to clarify what, if anything, gets shared upward. Formal written boundary documents aren’t required for every engagement — a clear conversation is usually enough.
J. Cultural Sensitivity Stay mindful of different backgrounds, communication styles, and accessibility needs. Offer accommodations where reasonably possible.
K. Fair Exchange Discounts, bundles, and promotional arrangements are fine and don’t require formal documentation unless the arrangement is unusual or the member requests it in writing.
L. Community Spaces Encourage members to be respectful of one another, avoid harassment, and refrain from presenting personal opinions as professional advice. Moderators can use discretion in how and when to step in, rather than following a rigid escalation script.
V. Accountability
A. Reporting Members can raise concerns through a simple, accessible channel, including anonymously if preferred.
B. Review Concerns are looked into with reasonable diligence — gathering context, hearing from those involved, and reaching a fair resolution. This doesn’t need to be a heavily formalized, multi-stage process for every case; minor issues can be resolved quickly and informally.
C. Possible Outcomes Responses are scaled to the situation and can range from a friendly reminder or coaching conversation up through suspension or removal for serious or repeated issues.
D. Transparency General, non-identifying learnings from resolved issues may be shared with the community when useful.
VI. Ongoing Growth
Professionals are encouraged (not mandated on a fixed schedule) to keep developing their skills and ethical judgment over time — through peer conversations, training, or self-directed learning.
VII. Member Rights (Informal Charter)
Members can generally expect:
- honest information before purchasing
- respectful treatment
- reasonable protection of their personal information
- the opportunity to ask questions or raise concerns
- referrals or alternative resources when appropriate
VIII. Guiding Standard for Judgment
When a situation isn’t explicitly covered, the simplest test is:
Would this feel reasonable and fair if the member could see exactly what I did and why?
Professionals are trusted to use their best judgment rather than escalate every ambiguous situation for review.
IX. Commitment Statement
nRecovery is committed to acting with honesty, respect, and good faith. Everyone representing nRecovery is expected to uphold both the letter and the spirit of this Code.
