Using Values for Accountability — Not as a Weapon

Values are powerful when they guide us, but damaging when they're misused.

In my work with senior leaders, I’ve seen values become weaponised. A client once shared how an employee justified rude behaviour by claiming they were simply being “courageous” in giving feedback, because courage was a company value. But courage isn’t an excuse for disrespect. That’s not living the value—it’s distorting it.

Values as a Decision-Making Compass

Values act as a compass for difficult decisions. They help leaders navigate trade-offs, clarify priorities, and define what “right” looks like when the answer isn’t clear.  When leaders use values to explain decisions—even unpopular ones—they build understanding and trust. Values create alignment between what we say matters and how we act when it counts.  In one leadership team I worked with, ‘integrity’ guided a tough decision to walk away from a profitable partnership that didn’t align with their ethical standards. It was uncomfortable in the short term but reinforced credibility with staff and stakeholders alike. That’s the real test of values—they cost you something.

Accountability Through Values

Values create shared expectations. They allow teams to hold each other—and their leaders—accountable in a constructive, human way.  Accountability rooted in values isn’t about calling people out; it’s about calling them forward. 

Leaders can promote values-based accountability by:

·       Defining specific behaviours that reflect each value. 

·       Creating safe spaces for respectful challenge. 

·       Showing humility and curiosity when they fall short. 

This kind of accountability creates trust and transparency, rather than fear or compliance. It builds psychological safety—the foundation of any high-performing team.

Avoiding Weaponisation

Values become weaponised when they are: 

·       Used to silence dissent (“You’re not being a team player.”) 

·       Twisted to justify poor behaviour (“I was just being honest.”) 

·       Applied selectively (“That value only matters when it suits us.”) 

To prevent this: 

·       Define edge cases: Clarify what the value look like—and what doesn’t it.

·       Encourage dialogue: Explore tensions and interpretations openly. 

·       Lead with empathy: Live the values with humanity, not rigidity. 

When leaders invite open discussion about the grey areas, it strengthens rather than weakens the culture. It signals that values are living principles, not rules to be enforced.

Questions to Explore Together

1.         How do your organisation’s values guide the decisions you make under pressure?

2.         In what ways might your team be unintentionally weaponising a value?

3.         What conversations could help bring your values back to life—and back into alignment?