Walk into most corporate offices and you’re likely to find a wall painted with inspiring words like “Integrity,” “Innovation,” or “Teamwork.” But too often, these values stay confined to the walls — looking pretty but doing little. Company values aren’t meant to be decor; they’re meant to drive decisions, shape culture, and reflect how a business operates day-to-day.
The problem lies not in defining values, but in activating them. When values are reduced to buzzwords or vague statements, employees disengage. They notice when actions contradict those framed promises. If a company says it values “Transparency” but silences feedback or withholds important information, the damage to trust is immediate and deep.
So how do you actually live your values?
Start by embedding them into every part of the employee experience hiring, onboarding, recognition, leadership training, performance reviews, and even exits. For example, if “Collaboration” is a core value, your interview questions should assess teamwork. Your rewards program should highlight cross-functional efforts. And your leaders should model collaborative behavior, not just demand it.
Leaders play a crucial role. Employees mirror what leadership models not what posters say. If senior management doesn’t consistently reflect company values in how they lead or make decisions, the values become meaningless.
Living your values also means being willing to make hard choices. Like turning down a lucrative client who doesn’t align with your ethical standards. Or letting go of a top performer who undermines your workplace culture. These decisions send a powerful message that your values aren’t just for show they’re your foundation.
Lastly, revisit and reevaluate your values regularly. As your company evolves, so should your understanding and application of its values. What mattered at a 10 person startup may shift at a 100 person scale up. Keep them relevant, rooted in truth, and supported by actions.
Because in the end, values don’t build culture people living those values do.
Walk into most corporate offices and you’re likely to find a wall painted with inspiring words like “Integrity,” “Innovation,” or “Teamwork.” But too often, these values stay confined to the walls — looking pretty but doing little. Company values aren’t meant to be decor; they’re meant to drive decisions, shape culture, and reflect how a business operates day-to-day.
The problem lies not in defining values, but in activating them. When values are reduced to buzzwords or vague statements, employees disengage. They notice when actions contradict those framed promises. If a company says it values “Transparency” but silences feedback or withholds important information, the damage to trust is immediate and deep.
So how do you actually live your values?
Start by embedding them into every part of the employee experience hiring, onboarding, recognition, leadership training, performance reviews, and even exits. For example, if “Collaboration” is a core value, your interview questions should assess teamwork. Your rewards program should highlight cross-functional efforts. And your leaders should model collaborative behavior, not just demand it.
Leaders play a crucial role. Employees mirror what leadership models not what posters say. If senior management doesn’t consistently reflect company values in how they lead or make decisions, the values become meaningless.
Living your values also means being willing to make hard choices. Like turning down a lucrative client who doesn’t align with your ethical standards. Or letting go of a top performer who undermines your workplace culture. These decisions send a powerful message that your values aren’t just for show they’re your foundation.
Lastly, revisit and reevaluate your values regularly. As your company evolves, so should your understanding and application of its values. What mattered at a 10 person startup may shift at a 100 person scale up. Keep them relevant, rooted in truth, and supported by actions.
Because in the end, values don’t build culture people living those values do.