02/10/2026
Values!! We see them all the time; on the walls of organizations, starring on websites and recited like poetry by leaders worldwide; โThis is what we stand for!!โ
I really donโt blame them because there is a good reason for them. However, if I were to ask three staff members for their definition of one of their organizational values, I may get three different answers.
Yet, leaders believe that this is what employees must pay attention to, so that they could be inspired and lead to the organizationโs effectiveness and success in the marketplace.
The reality is that organizational values donโt and cannot paint the whole picture.
This is because an organizationโs culture and eventual success is manifested, not by values alone, but in the way people behave every day. However, these behaviours must align with the values that have been defined. This is what will make those values come alive.
First, letโs establish clear definitions for core values and behaviours to distinguish between them.
1) Values represent your core beliefs but donโt always represent actions, therefore, are not always observable.
2) They sometimes can be subject to interpretation.
3) Core values donโt provide staff with the tools to achieve organizational goals.
What sets you apart is how those values โshow upโ in the workplace and its external environment.
A value is usually linked to what is important and behaviours are how we do things.
Behaviours are actions that are consistently observable. For instance, while INNOVATION may be a core value, it can be exemplified within an organization through CREATIVITY in approaches, and this can be clearly defined and described in detail, providing employees with a clear understanding of expectations. If the company is hesitant to anything new, its likely that their idea of INNOVATION probably doesnโt align with their strategies.
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