Don't ask "what should our values be?" Instead, identify the 5-10 things that are the reason you are succeeding. Codify those real, existing behaviors—like "speed above everything"—into your company's operating principles. This makes them authentic and effective.

Eloquent mission statements are meaningless if not embodied by leadership's daily actions. A toxic culture of vengeance and blame, driven by the leader, will undermine any stated values. Employees observe how people are actually treated, and that reality defines the culture.

When leaders are stuck defining their organization's mission, this question forces a shift from generic goals like survival to tangible impact. It clarifies the unique value provided to customers and society, revealing a more motivating and authentic purpose beyond simply 'staying in business.'

Setting values on day one often leads to inauthentic principles. A more effective approach is to operate the business, observe which behaviors are genuinely rewarded and cherished, and then name those emergent qualities as your official values, ensuring they reflect reality rather than aspiration.

One-off volunteer days or CSR initiatives are superficial fixes that employees recognize as inauthentic. Purpose must be the core reason a company exists and be embedded in every decision, not treated as a separate, performative activity to boost public image.

Effective company culture isn't defined by vague values like 'integrity' but by specific, agreed-upon actions—like response times or work location. An explicit standard of behavior prevents ambiguity and political infighting when the team faces challenges, because it's clear what is expected.

Culture isn't an abstract value statement. It's the sum of concrete behaviors you enforce, like fining partners for being late to meetings. These specific actions, not words, define your organization's true character and priorities.

A company’s true values aren't in its mission statement, but in its operational systems. Good intentions are meaningless without supporting structures. What an organization truly values is revealed by its compensation systems, promotion decisions, and which behaviors are publicly celebrated and honored.

Ben Horowitz argues that culture isn't defined by platitudes like 'we love entrepreneurs.' It's defined by tangible actions: Are you on time? Do you respond to emails? Your culture is what you *do* and what behaviors you tolerate, not what you write on a wall.