Beyond the Buzzword: Core Values Matter
Core values have become a buzzword in corporate boardrooms—but they’re far more than that. Or at least, they should be. When done right, core values aren’t just a checkbox for HR; they are the driving force behind an organization’s culture.
Core values set the standards for behavior and serve as the foundation for decision-making. As Jim Collins defines them in Good to Great, they are “the organization’s essential and enduring tenets, not to be compromised for financial gain or short-term expediency.” (p. 73)
When done right, values guide decisions, shape culture and build trust with customers and employees alike. Customers and employees are seeking value-alignment in their relationships with organizations and they will leave when that alignment is absent.
The real challenge comes when core values are treated as a buzzword rather than a guiding principle. If they’re merely words on a wall, they become easy to overlook—or worse, easy to compromise when they become inconvenient.
Why they fail
They Are Not Defined
Brené Brown refers to operationalizing core values—defining the specific behaviors that bring them to life. Most organizations skip this step, leaving core values open to individual interpretation instead of creating a unified vision.
Leadership Has No Ownership
When core values are chosen or rolled out solely by Human Resources, they are destined to fail. Without buy-in from leadership—the vision makers and executive decision-makers—values become empty words rather than a driving force.
They Are Too Generic
Words like integrity and respect sound great (and they are when lived), but they are too broad to be meaningful. Without clear examples of how these values shape decisions and behavior, they lose impact.
They Are Not Integrated
Core values that aren’t actively discussed and revisited will fade into the background. If they aren’t embedded in decision-making, hiring, performance evaluations, and company culture, they become nothing more than a forgotten slogan.
They Are Not Authentic
When an organization’s actions don’t align with its stated values, it sends a clear message to employees and customers: these values don’t actually matter. People pay more attention to behavior than words, and a disconnect between the two breeds distrust.
Case Studies
Example 1: Success Story of Living Core Values
The Executive Team of Organization A took the time to carefully select their core values, ensuring these values were not just words, but principles they were willing to uphold—even if it meant turning down potential business due to values misalignment. They engaged their employees in the process, working together to define the specific behaviors that would bring these values to life. This helped ensure everyone was on the same page about what was expected.
The organization then made a deliberate effort to reward behaviors and decisions that aligned with their core values. They didn’t stop there; they integrated these values into their HR systems—ensuring that hiring, performance evaluations, and promotions all reflected their commitment to the values.
As a result, the company cultivated a strong, values-driven culture that fostered trust, clarity, and commitment at all levels. Employees felt proud to work there, knowing that values were more than just words on a wall—they were the foundation of how the company operated.
Example 2: Values as Lip Service
Organization B proudly rolled out new core values, displaying them on posters and their website. One value, Respect, was emphasized—but not enforced.
James, their top salesperson, frequently skipped meetings, overpromised to clients, and was rude to colleagues. Complaints piled up from employees and clients, but leadership avoided addressing the issue because James generated more sales than the next three salespeople combined.
Frustrated by the hypocrisy, employees began leaving for competitors. Clients, unhappy with unmet promises, followed. Despite strong new sales, recurring revenue plummeted—proving that values mean nothing if they aren’t upheld.
Example 3: Reclaiming and Redefining Values
Organization C had strong core values on paper, but in practice, they had become meaningless. Employees saw leadership making decisions that contradicted stated values, and trust within the organization began to erode. Turnover increased, engagement dropped, and customer complaints about inconsistent service grew.
Realizing the disconnect, leadership took action. They gathered employee feedback, clarified what their values meant in practice, and committed to living them daily. They integrated values into hiring, performance reviews, and recognition programs. Leaders led by example, and when necessary, they made tough decisions—letting go of employees who refused to align with the organization’s values.
The shift was noticeable. Employees reengaged, trust improved, and customer satisfaction rebounded. By operationalizing their values and making them a true part of company culture, Organization C turned things around and strengthened both its workforce and reputation.
Strategies for Success
To turn core values from mere words on a page into meaningful actions, consider these strategies to embed them into your organization’s culture:
Incorporate Values into HR Processes
Link your interview questions to your values and evaluate employees based on how they live your core values. Be willing to fire employees who repeatedly act contrary to your core values. Align your performance reviews with your values.
Constantly Talk About Them
If you think you're mentioning values too often, you’re not. Reinforce them through stories and real examples to keep them meaningful.
They Start with the Leadership
Leadership need to champion and model values – both in actions and words. If leadership doesn’t live them, no one else will.
Define Behaviours
Everyone needs to be clear about the behaviours expected to exhibit a value so expectations are aligned. Take values to the behavioural level by defining them.
Embed Values in Decision-Making
Ensure that core values guide key business decisions, from strategic planning to day-to-day operations. When faced with tough choices, refer back to your values to determine the right course of action.
Recognize and Reward Value-Driven Actions
Publicly acknowledge employees who embody core values through praise, awards, or incentives. When people see values in action being celebrated, they understand their importance.
What’s Next:
Read these books about the importance of Core Values:
Good to Great by Jim Collins
Traction by Gino Wickman
Dare to Lead by Brene Brown
The Culture Code by Daniel Coyle
Read these blog posts:
Identify & Define Your Core Values
Need help uncovering your core values, tweaking them or taking them to the next level? Reach out – I’d love to help.
Sign up for the Leadership Toolbox to get access to a free Core Values resource.
