Nearly every company has values. They’re framed on the wall, listed on the careers page, and recited at all-hands meetings.
But ask a frontline employee what those values look like on a random Tuesday, and you might get a blank stare.
Because values don’t live in slides. They live in behavior.
Here’s how to ensure your company values aren’t just aspirational, but actually operational.
1. If Employees Have to Ask, “Can I Do This?”, It’s Not a Value—It’s a Vibe
Real values reduce hesitation. They help people make decisions with clarity and confidence.
Example: If you say you value innovation, but new ideas die in red tape, then what you actually value is predictability.
Ask yourself:
- Can someone use this value to guide action?
- Can they apply it in conflict, not just celebration?
- Does it feel like permission, or just PR?
2. Measure Culture by What Gets Rewarded—and What Gets Tolerated
You don’t need a culture audit to know what values are real. Just look at:
- Who gets promoted
- Who gets recognized
- What gets ignored or brushed off
If your values say “collaboration,” but only solo performers win recognition, your culture is teaching something different.
3. Build Values into Small Moments, Not Just Big Ones
It’s easy to showcase your values during hiring, launches, or all-hands. But the real test is in the micro:
- How feedback is given
- How meetings are run
- How decisions are debated
Culture is shaped in the unglamorous moments. So should your values be.
4. Codify Behaviors, Not Buzzwords
“Simplicity.” “Trust.” “Empowerment.” These words mean nothing without context.
Define values through behaviors:
- What does this look like when done well?
- How should it show up in different roles?
- What does not living this value look like?
When values are actionable, they’re repeatable.
5. Create Feedback Loops That Reflect the Values
If you value transparency but all feedback flows one direction (top-down), employees notice.
Design systems that:
- Make upward feedback safe and actionable
- Involve employees in decisions that affect them
- Regularly ask: “What’s getting in the way of us living this value?”
6. Train Managers as Culture Carriers
Your values don’t scale through posters. They scale through managers.
- Give managers the language to reinforce values
- Role-play tough conversations using them
- Reward managers who model—not just mention—core principles
When middle management embodies the values, culture becomes contagious.
Final Thoughts
Your values are only as strong as the last time they were lived.
Not stated. Not quoted. Lived.
So ask yourself:
- Are your policies designed to support your values?
- Are your workflows and rewards aligned?
- Are your people experiencing the culture you say you have?
If the answer isn’t clear, the good news is this: it’s fixable. Because values don’t need to be rewritten. They need to be practiced.
