Mindvalley CEO Vishen Lakhiani suggests the key to success is a core belief that personal growth is the ultimate priority. Business, relationships, and even family are seen as powerful vehicles for this growth, not ends in themselves. This belief aligns all habits toward self-improvement.

Founders often mistake their preferences for principles. A true principle is a non-negotiable rule you adhere to regardless of the trade-offs (e.g., 'always do things the right way'). A preference is a desired path you're willing to abandon when circumstances change (e.g., 'prefer not to build a sales team yet'). Clarifying this distinction leads to more consistent and high-integrity decisions.

Values are not just words on a wall; they are an active management system. They should be a filter in the hiring process, a reason for public celebration when embodied, and a non-negotiable standard for performance. A company's true values are defined by the behavior it is willing to tolerate.

Matthew McConaughey feared that making family his top priority would diminish his work ethic. Instead, he found that with his identity less singularly focused on his career, the pressure was off, and he actually performed better at his job. Shifting your core identity can enhance professional output.

Your core values aren't just abstract principles you admire; they are revealed by the concrete things you willingly give up time, ego, or comfort for. Observing your sacrifices provides a clearer, more honest assessment of what truly drives you.

The primary goal in a family-run business should be preserving relationships, as work provides meaningful time together. Choosing money or ego over family creates tension. Often, the real friction stems from a perceived lack of respect, not just financial disagreements, which can poison the dynamic.

Abstract values like "celebrate diversity" are useless for driving behavior. A value is only effective if it's tangible enough to be used in a performance review. Instead, use an observable action like "include all perspectives," which you can coach and evaluate.

Culture isn't about values listed on a wall; it's the sum of daily, observable behaviors. To build a strong culture, leaders must define and enforce specific actions that embody the desired virtues, especially under stress. Abstract ideals are useless without concrete, enforced behaviors.

Don't try to invent aspirational values. Your true values are already embedded from childhood, often as a reaction for or against your experiences. The process is one of self-excavation—analyzing consistent behaviors during life's highs and lows—not wishful thinking.