Are Your Values Adding Value?
In today’s rapidly evolving business landscape, company values need to be more than a poster on the wall, a page on your website or a paragraph in the employee handbook. They should be the cornerstone of your organisational culture, guiding behaviours, decision-making, and ultimately shaping the overall success of the company. However, for your values to truly make a difference, they need to be consistently embedded into the day-to-day operations of the business and actively lived by every member of the organisation—from the boardroom to the shop floor.
Only 27% of employees strongly agree that they ‘believe’ in their company’s values and only 23% strongly agree they can apply their company’s values to their work.
Gallup 2022
The Cost of Inconsistency: When Values Are Just ‘Corporate Buzzwords’
When company values are not genuinely embraced and demonstrated by leadership, it can have a detrimental impact on employee morale and engagement. For example: a company preaches the importance of innovation, teamwork, and caring for others, but employees see their managers behaving in ways that contradict these values. Perhaps a manager takes credit for a team’s work, or there are no consequences for those who consistently underperform or act against the company’s stated values and behaviours.
This kind of disconnect can create a toxic environment (the ‘say-do’ gap), breeding cynicism and disengagement among employees. When values are not consistently upheld, they become hollow and meaningless, leading to a breakdown in trust between employees and leaders. The result? A workforce that feels undervalued, demotivated, and disconnected from the company’s mission. This not only impacts morale of the teams, but can also lead to higher turnover rates, reduced productivity, and even safety risks, as employees become less likely to report issues or take initiative when they feel their efforts are not aligned with the company’s priorities.
The Power of Alignment: When Values Are Truly Lived and Believed-in
On the flip side, when company values are genuinely lived and breathed by every level of the organisation, the impact can be transformative. Employees who see their leaders consistently demonstrating the company’s values are more likely to feel a sense of alignment and purpose in their work. This active demonstration of company values in the day-to-day business builds trust. The sense of alignment people feel as trust grows fosters a positive workplace culture where employees feel respected, valued, and motivated to contribute their best.
A culture where values are actively lived and reinforced can lead to several tangible benefits:
- Improved Retention and attraction
- Enhanced productivity and innovation
- Increased engagement and motivation
- Better decision-making and collaboration
- Improved safety and well-being
Bringing Values to Life
So, how can a company ensure that its values are not just ‘words on a poster’, but are actively lived by everyone in the organisation? Here are some ideas to get you started:
- Lead by example: The most important one by a mile. Leaders must model the values in their behaviour every day. Be human: care, and be prepared to show some vulnerability, and when you screw up, admit it and learn from it. When employees see their leaders andmanagers embodying the company’s values and behaviours (and occasionally screwing up – we are all human!) it builds trust, which is the foundation to a high performing, values-driven company.
Gallup found that 70% of the variance in team engagement can be attributed to the manager.
Clifton, J., and Harter, J. (2019). It’s the manager: Moving from boss to coach. Gallup Press.
- Recognise (and reward): Where values are demonstrated (above andbeyond / regularly / consistently – delete as appropriate) recognise, reward and celebrate successes. Be consistent and fair with your recognition though.
- Integrate values into performance management/conversations: Ensure that values are a key component of performance appraisals, career conversations and other feedback mechanisms.
- Stories and scenarios: Encourage regular, open dialogue about the values, allowing employees to understand and discuss what they mean in practice for their roles and how they can be applied in different situations.
- Continuous reinforcement: Regularly bring the company’s values to life through stories and examples, recognition, coaching conversations, training, team meetings, and company-wide communications. This keeps the values top-of-mind and relevant to daily operations.
- Accountability: Ensure that there are clear consequences for behaviours that do not align with company values. Consistency in this area reinforces the importance of the values and prevents the erosion of trust within the team.
Conclusion
Embedding and ‘living and breathing’ company values is not just about creating a positive workplace culture; it’s about driving the overall success of the business. When values are deeply ingrained in the fabric of the organisation, they serve as a powerful tool for enhancing morale, improving retention, boosting productivity, and ensuring the safety and well-being of all employees. On the other hand, when values are neglected or inconsistently applied, the repercussions can be severe. By making your company values a habitual daily practice, rather than a corporate slogan or words on a wall, businesses can build a stronger, more cohesive, and ultimately more successful organisation.
Author: Heather Grisedale, Experience & Engagement Lead
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