Living the Values – Not Just Writing Them on the Wall

Values are more than words in a signature block or posters in a hallway. They are the compass that guides decisions, behaviour, and culture—especially in times of uncertainty like now. 

Yet too often, values are treated as optional or ornamental. They are referenced when convenient, ignored when inconvenient. As leaders, we don’t get to choose when we live the values and when we don’t. Our teams are always (yes, always) watching—not for perfection, but for consistency.  When we slip (and we all do), what matters most is how we respond. Do we own it? Do we invite feedback? Do we recommit?

Why Values Matter

Values shape culture. They influence how people are treated, how trust is built, and how decisions are made. 

In moments of ambiguity, values provide clarity. They are the touchstone we return to when the path forward isn’t clear. 

@simonsinek reminds us that leadership isn’t about being in charge—it’s about taking care of those in our charge. That care shows up through values lived, not laminated. 

I once worked with an organisation that had “Respect” as a core value. But when times got tough, and decisions became uncomfortable, that value was tested. The leaders who paused to ask, “How do we uphold respect in this decision?” were the ones who kept trust intact. Values matter most when the pressure is on.

Getting Buy-In

For values to take root, they must be co-owned—not handed down.  We can foster buy-in by: 

• Storytelling: Share real examples of values in action. 

• Modelling: Demonstrate values consistently, especially under pressure. 

• Dialogue: Invite your team to define what each value means in their context. 

When values are co-created and interpreted together, they become part of the team’s DNA—not just the CEO’s vision. 

An executive I once coached introduced “curiosity” as a team value. Instead of defining it alone, he asked each team member to describe what curiosity meant to them. Within weeks, team meetings had shifted from defensive to exploratory. Ownership made the difference.

Operationalising Values

To operationalise values is to make them visible and actionable. It means weaving them into the everyday rhythms of organisational life:

• Recruitment and onboarding

• Performance and recognition

• Decision-making frameworks 

• Feedback and team rituals 

For example, if “courage” is a value, what does that look like in practice? 

• Courage to speak up

• Courage to ask for help

• Courage to admit mistakes

• Courage to challenge respectfully. 

Operationalising values isn’t a one-time project, it is a leadership discipline. It is about aligning what we reward, recognise, and tolerate with the values we say matter most. If your performance system rewards results without regard for behaviour, the values will erode over time.

Questions to Explore Together

• Where are your values showing up—or not—in your daily leadership? 

• How do your team’s day-to-day practices reflect what you stand for?

• What’s one conversation you could start this week about living your organisation’s values more intentionally?