Bringing Company Values to Life: Why It Matters More Than You Think
We’ve all seen it—the bold declarations of company values hanging on office walls, sitting in onboarding manuals, or floating around the website: Integrity, Teamwork, Innovation, Customer Focus. But, let’s be honest—how often do these values actually shape the day-to-day interactions within a company? It’s one thing to have a set of values; it’s an entirely different thing to see them lived out by every team, every day.
Creating these value statements is the easy part. Making them more than just words on paper? That’s the real challenge. A surprising disconnect exists between what companies say they value and how these values are practiced in real-life team scenarios. Studies have shown that while nearly 90% of organizations boast a set of core values, only about half of their employees believe that their teams are living these values day-to-day (ERIC). That’s a problem.
Why should anyone care if employees are living company values or not? Well, think of company values as the rulebook for how work gets done. They serve as the guiding principles for everything from making big strategic decisions to how people treat one another on a project team. When these values are actively practiced, they become a social contract that builds trust, improves communication, and makes it easier for everyone to row in the same direction.
When teams embody company values, cultural cohesion emerges within the organization. Teams that are aligned on values tend to make decisions faster, avoid misunderstandings, and are more resilient in times of conflict or change. According to Professor Emeritus James L. Heskett, companies with strong, well-integrated values tend to outperform their peers by as much as 20% (HBS). Values help teams prioritize, make tough calls, and know what to expect from one another. For example, if your company’s values include a “customer-first” approach, then when a conflict arises between internal demands and client needs, the decision to prioritize the client becomes straightforward. It’s not just about efficiency; it’s about consistency, trust, and shared purpose.
Here’s where things often get tricky: in the gap between proclaiming values and actually living them in the day-to-day company culture. It’s not uncommon for employees to feel that company values are merely lip service. This perception often stems from seeing behaviors that contradict stated values go unaddressed or unnoticed. When leaders emphasize values in speeches but don’t model them in their actions, it sends mixed signals, causing employees to become skeptical or disengaged.
For example, imagine a company that promotes “transparency” as a core value. If a team finds out about major project changes from external sources rather than their own manager, it’s easy to see how the belief in “transparency” would deteriorate. Even worse, the team might start to feel resentful or demoralized, thinking, “If transparency really matters, why weren’t we informed earlier?”
This is where teams need to step up and take responsibility for how they will enact company values in their specific context. It’s not just about accepting values as handed down from above. It’s about owning them, translating them into real, concrete actions, and holding each other accountable.
So, how do you get everyone on board and ensure that these values don’t just remain aspirational statements? The answer lies in creating behavioral agreements at the team level. Behavioral agreements are team-specific, tangible commitments that spell out exactly how a team will embody a given value.
Step 1: Start With a Conversation
Get the team together for a candid discussion about company values. Review the values one by one and talk about what they mean in the context of your team’s work. Ask questions like:
What does “integrity” look like when we disagree on a project’s direction?
How do we show “respect” during tight deadlines or when tensions run high?
What specific actions reflect “innovation” in our daily tasks?
These questions might seem basic, but they’re essential for breaking down broad values into specific behaviors.
Step 2: Define Specific, Actionable Behaviors
It’s not enough to say, “We’ll prioritize integrity.” What does that mean in practice? Does it mean always telling the truth, even if it’s uncomfortable? Does it mean calling out behaviors that don’t align with the team’s ethics? For example, if a company value is “collaboration,” your team might create a behavioral agreement like: “We will actively listen and provide feedback during every meeting, and when disagreements arise, we will focus on the issue, not the person.”
Step 3: Build Accountability Into the Process
Behavioral agreements are only as good as the team’s willingness to hold each other accountable. Consider scheduling regular check-ins—maybe once a month or quarter—to discuss how well the team is adhering to these behaviors. Create a safe space where team members can provide feedback and suggest adjustments as needed.
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Okay, so you’ve got your behavioral agreements in place. What now? How do you keep these values alive and thriving, instead of letting them fall to the wayside as the weeks and months go by? Here are some practical tips:
Start Every Meeting With a Value Check-In: Kick-off team meetings by revisiting one core value. Ask each person to share a quick example of how they’ve seen that value demonstrated in the past week. This keeps values top of mind and helps team members recognize and celebrate when they’re being upheld.
Use Values to Guide Decision-Making: When making tough decisions, ask, “Which option best aligns with our values?” This ensures that values don’t just exist in a vacuum but are actively influencing choices and strategies.
Incorporate Values Into Performance Reviews: Include a section in performance reviews that evaluates how well employees are demonstrating the company’s values. Be specific—don’t just ask if they’re living the values, ask how they’ve shown collaboration, integrity, or innovation in their projects.
Create Value-Based Awards or Recognition Programs: Recognize and reward employees who go above and beyond in demonstrating company values. This reinforces the behaviors you want to see and provides role models for others to emulate.
Living out company values sounds great in theory, but the reality is often more complicated. Teams might face challenges like:
Resistance to Change: People are naturally resistant to change, even when it’s positive. Be patient and provide continuous support.
Conflicting Interpretations: Different people might interpret values differently. Clarify and refine agreements as needed. For instance, one person’s view of “integrity” might mean always being honest, while another might interpret it as taking responsibility for mistakes.
Values Fading Over Time: The excitement of new values can wear off. Regularly revisit and refresh these agreements to keep them alive. Include values in ongoing training programs, discussions, and newsletters to maintain momentum.
Another major challenge is scaling values across different teams and locations. As companies grow, maintaining a consistent set of values across diverse teams becomes harder. Local culture, team dynamics, and leadership styles can influence how values are perceived and practiced. This is why it’s crucial to create localized behavioral agreements that reflect the company’s overarching values but are tailored to the specific needs and context of each team.
Leaders play a critical role in driving values at the team level. They set the tone and lead by example, showing what living the values looks like in practice. Leaders need to be more than just cheerleaders—they need to be role models, advocates, and coaches.
Leaders can also encourage storytelling around values. Create opportunities for team members to share stories where they’ve seen values in action. This reinforces what the values mean in real life and provides tangible examples that others can follow. When leaders share their own experiences of embodying company values, it builds credibility and shows that they are committed to walking the talk.
Let’s look at some companies that have successfully translated values into team-level behaviors:
Zappos: Zappos has become almost legendary for its company culture. Their core values, which include “Deliver WOW Through Service” and “Create Fun and a Little Weirdness,” are more than just statements. Zappos encourages every team to create their own unique way of living these values. For example, a customer support team might set a behavioral agreement to respond to customer inquiries with a sense of humor and warmth. These specific behaviors reflect the company’s commitment to providing an extraordinary experience while maintaining an approachable and friendly demeanor.
Patagonia: Environmental responsibility isn’t just a value at Patagonia—it’s a way of life. Teams are empowered to come up with ways to reduce their environmental footprint, whether it’s by adopting new manufacturing practices or organizing local cleanup events. For example, teams at Patagonia may set specific goals to reduce waste by a certain percentage each quarter or choose local environmental projects to support through volunteer efforts. This has led to a company culture where employees feel personally invested in the company’s mission, contributing to Patagonia’s high retention and engagement rates.
Google: At Google, “psychological safety” is a cornerstone of team values. Through initiatives like Project Aristotle, Google discovered that the best teams are the ones where members feel safe to take risks and express themselves without fear of being punished or ridiculed. Teams are encouraged to create agreements like: “We will voice concerns without interrupting or dismissing ideas.” This simple guideline fosters a culture of respect and creativity. By making this value actionable, Google ensures that its teams remain innovative and open to diverse perspectives, which is key to its success in developing cutting-edge technologies.
Creating a strong team culture doesn’t happen overnight. It requires ongoing effort, commitment, and, most importantly, the willingness to adapt. When teams take ownership of values, they also need to be prepared to evaluate and adjust them regularly. This doesn’t mean changing core principles but rather fine-tuning how they are applied as the team and business environment evolve.
One approach to building a strong team culture is to establish rituals or regular practices that reinforce values. For example, some companies have “value spotlights” during weekly meetings where employees share stories of how they’ve seen values demonstrated in daily work. Others might have peer recognition programs tied to values, where team members can nominate colleagues who embody specific principles like collaboration, innovation, or respect.
Another powerful tool is values-based coaching. Managers and team leads can use coaching techniques to guide team members in aligning their personal goals with the team’s values. This helps employees see the connection between their work and the company’s mission, leading to a deeper sense of purpose and engagement.
How do you know if all this work is paying off? That’s where metrics come into play. Use a combination of qualitative and quantitative measures to assess how well values are being integrated into the team’s daily practices. Regularly review these metrics and adjust as necessary.
One effective approach is for each team to create specific behavioral agreements that outline how values will be implemented and practiced in day-to-day operations. These agreements should then be measured at the start and again after 90 days to evaluate progress and identify areas for improvement. This cyclical review process ensures that teams not only set clear expectations but also actively monitor and adjust their behaviors to stay aligned with the company’s values.
Some potential metrics include:
Employee Engagement Scores: Are employees more engaged since integrating values? Higher engagement typically indicates that employees feel more connected to the company’s mission and are more motivated in their work.
Team Performance Metrics: Has productivity or project completion rates improved? Do teams collaborate more effectively, and are they achieving their goals?
Feedback Surveys: How do team members feel about the team’s alignment with values? Anonymous surveys can provide honest feedback on whether values are perceived as real drivers of behavior or if they feel more like lip service.
Turnover and Retention Rates: Lower turnover and higher retention can be signs that employees feel valued, supported, and aligned with the company’s culture. Teams that live their values create environments where people want to stay and grow.
Customer Feedback and Loyalty: Are customers noticing a difference? Positive feedback and increased customer loyalty can often be a reflection of teams living the company’s values, particularly if those values include customer-centric behaviors.
To help teams integrate values into their daily operations and build stronger connections, Powers Resource Center offers three specialized Team Training programs. These programs provide teams with the frameworks, tools, and guidance needed to translate abstract values into concrete behaviors that everyone can embody. Whether it’s building trust through executive alignment, fostering effective communication using the DISC assessment, or strengthening collaboration through the Five Behaviors of a Cohesive Team model, these training programs ensure that values are not just understood but fully integrated into every team’s practices and interactions. Investing in these trainings empowers teams to navigate challenges with clarity and purpose, leading to higher engagement, better performance, and a unified culture that truly reflects the company’s mission. The programs are:
Executive Team Alignment Program: This program is designed specifically for leadership teams. It focuses on helping executives align on vision, goals, and strategies. The program fosters a unified approach that strengthens leadership dynamics and ensures consistency in values-driven decision-making throughout the organization. For teams struggling with cohesion or strategic alignment, this program can be transformative in building trust and enhancing collaboration at the highest level.
The Five Behaviors of a Cohesive Team: Based on Patrick Lencioni’s acclaimed model, this training dives deep into the five critical behaviors that make teams effective: building trust, engaging in healthy conflict, gaining commitment, holding one another accountable, and focusing on collective results. Teams will work together to identify areas of improvement and establish clear agreements that align with both the company’s values and their specific team dynamics. This approach is particularly beneficial for teams looking to strengthen their foundation of trust and navigate conflicts more constructively.
Leveraging Diverse Strengths & Styles Using DISC: Communication is at the heart of values-driven behavior. This program uses the DISC assessment to help teams understand and leverage their diverse communication styles. Participants learn to recognize their own tendencies and adapt their approach to better interact with others. By building awareness around different communication preferences, teams can reduce misunderstandings, appreciate diverse perspectives, and create a more inclusive culture where everyone’s strengths are utilized.
Deep Dive into the Executive Team Alignment Program
Let’s explore these programs in a bit more detail. The Executive Team Alignment Program offered by Powers Resource Center is tailored specifically for leadership teams seeking to unify their vision, strategies, and values across the organization. This program emphasizes strategic alignment by creating a cohesive leadership approach that directly influences company culture and sets the standard for all other teams. It focuses on enhancing collaboration among executives, ensuring that leaders are aligned on core values and mission, and equipping them with the tools to model these values consistently. The end result? A unified leadership front that drives the company’s culture and values from the top down, enabling a ripple effect throughout the organization. Through intensive workshops, facilitated discussions, and strategic planning sessions, the program builds trust and clarity among leaders, ensuring they can effectively communicate and embody the company’s principles, which ultimately enhances organizational performance and cohesion.
This alignment at the executive level not only fosters a shared understanding of goals and values but also empowers leaders to champion these values in every interaction and decision, ensuring consistency and authenticity throughout the company. and focus. They consider both emotional and rational factors when making decisions, leading to better outcomes for both the organization and its employees.
In addition, emotionally intelligent leaders foster stronger team dynamics. Leaders who create an environment of trust, open communication, and collaboration build teams that are more cohesive, engaged, and high-performing. In such environments, team members feel safe to express their ideas, concerns, and feedback, resulting in greater innovation and improved performance.
Emotionally intelligent leaders drive higher employee engagement. When leaders show empathy and understanding, employees feel valued and supported, leading to increased motivation, commitment, and productivity. Emotionally intelligent leaders can build stronger relationships with their teams, resulting in higher levels of loyalty and employee retention.
Lastly, as leaders develop their emotional intelligence, they gain greater confidence in their ability to navigate challenges, lead teams, and inspire positive change. With emotional control, empathy, and enhanced social skills, leaders are better prepared to handle adversity, inspire trust, and drive organizational success.
Deep Dive Into the Five Behaviors of a Cohesive Team
The Five Behaviors of a Cohesive Team is based on Patrick Lencioni’s widely regarded framework, and addresses common team dysfunctions that can undermine even the best efforts to live out company values. Each of the five behaviors builds on the one before it:
Trust: Trust is the foundation for any effective team. Without it, team members are less likely to be open about their mistakes, ask for help, or give honest feedback. Trust is built through vulnerability and showing empathy for one another.
Conflict: Healthy conflict is necessary for growth. Teams need to feel safe to challenge ideas, debate perspectives, and disagree respectfully. Avoiding conflict leads to poor decisions and unspoken frustrations.
Commitment: Once conflict has been resolved, teams must commit to a course of action. This involves clear communication and a shared understanding of the decision made.
Accountability: Team members must hold each other accountable to ensure everyone is following through on their commitments and upholding the agreed-upon standards.
Results: A focus on collective results ensures that the team remains aligned and dedicated to achieving shared goals, rather than focusing on individual agendas.
This training not only teaches teams how to incorporate these behaviors into their daily work but also ties them back to the organization’s core values. By developing these behaviors, teams create a framework where values aren’t just discussed but are actively practiced and reinforced.
The Role of Communication and DiSC Training
Communication is another critical component of values-based team success. Powers Resource Center’s DiSC-based program helps teams understand the different communication styles and preferences of their members. DiSC stands for Dominance, Influence, Steadiness, and Conscientiousness, and each type has distinct characteristics that influence how people communicate, process information, and interact with others.
For example, a person with a high Dominance style might be direct, assertive, and focused on results, while someone with a Steadiness style values cooperation and supportiveness. Understanding these differences can prevent misunderstandings and promote more effective communication.
By using DiSC assessments, teams can develop greater self-awareness and a deeper appreciation of each other’s strengths. This allows them to build more constructive relationships, resolve conflicts more easily, and collaborate more effectively—all of which are critical for living out company values like respect, integrity, and teamwork.
Ready to get started? Explore the team training programs at Powers Resource Center to see how we can support your journey in bringing values to life. Because when teams live their values, everyone wins!
Living Your Values, One Team at a Time
Bringing company values to life at the team level isn’t easy, but it’s one of the most powerful things an organization can do. When teams take ownership of these values and build behavioral agreements around them, it’s like setting a foundation of trust, respect, and shared purpose. And when teams are aligned, engaged, and values-driven, everyone benefits—employees, leaders, customers, and the organization as a whole.
