You’ve probably come across organisational values listed on websites or office walls of companies. Perhaps your organisation has them too. Do they work? Or to put it differently, why were they revealed in the first place? I would guess that, in most cases, it’s done either to inform employees or clients or to influence their behaviour aligned with those values. And in most cases that effect is lacking!

A study featured in the MIT Sloan Management Review found no correlation between official values and corporate culture in employees’ eyes. The study found that what mattered most to employees were the behaviours of their leaders, not the values they espoused. This shows that the key to creating a #culture of excellence is defining and practicing the behaviours that will set a company apart.

Just communicating values as the most important element will limit an organisation’s ability to shape workplace culture for two reasons:

1. Values are broad concepts subject to interpretation.
2. Values are usually nouns that reflect an idea, not an action.

Company values tend to be nouns that describe an idea but don’t convey how to actualise it. Accordingly, employees may appreciate an organisation’s core value and want to live up to it—but don’t know precisely how. In fact, clients might be attracted by your unique service or product, but they are more likely to choose you just because of they way you behave, not what you declare.

When you ask five employees to define a value like “honesty,” you’re likely to get five different answers. This disparity shows that everyone in the group will follow a different path while trying to adhere to this core value. However, when you describe a concrete behaviour to team members, they can easily understand how to perform it. The description would mean the same thing to everybody, and personal interpretation would be unnecessary.

Unlike noun-based core values, behaviours are expressed with verbs that describe an action. When you tell employees what they are expected to do and describe how they are supposed to do it, they have a clear path to follow. Behaviours are much easier to teach, guide, and give people feedback about. It is hard to give people feedback about a value.

For example, instead of simply stating “honesty” as a core value, it is better to define a specific behaviour such as “we always tell the truth.” You can explain the behaviour by stating, “We speak openly and honestly, and we are willing to share both positive and negative news. We do not withhold any important information, nor do we misrepresent or exaggerate facts to achieve a desired outcome. This means being truthful in communication, even when it may be difficult or uncomfortable.”

Moreover, in my experience, some behaviours do not naturally tie in with core values but should be integrated into an organisation’s culture to ensure success. For instance, it’s crucial to create clarity and avoid misunderstandings by discussing expectations upfront. Set expectations for others and ask when you’re not clear on what they expect of you. End all meetings with clarity about action items, responsibilities, and due dates. This helps create a culture of accountability and ensures that everyone is on the same page.

So, as a leader or company owner, it’s essential to know your #values, but don’t put so much emphasis on promoting them as such. Instead, promote expected behaviours that are values-based.

Define them, describe them, communicate them, and act on them. Be the best example yourself and give regular behaviour-based feedback to other leaders.