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.

To prevent values from becoming empty platitudes, integrate them into your company's core operating system. At Applied Intuition, managers are assessed, compensated, and promoted based on their adherence to values. For example, "decisiveness" is a key metric evaluated under the value of "speed."

Most corporate values statements (e.g., "integrity") are unactionable and don't change internal culture. Effective leaders codify specific, observable behaviors—the "how" of working together. This makes unspoken expectations explicit and creates a clear standard for accountability that a vague value never could.

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.'

A noble mission statement, like Johnson & Johnson's famous credo, is powerless against the pressures of shareholder primacy. To be effective, a company's purpose must be structurally embedded in its corporate charter and governance, giving it legal and operational teeth.

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.

A company's real mission is an emergent property discovered through its culture, not just declared. At Cloudflare, an engineer first articulated the mission of "making a better internet," which the initially skeptical CEO later embraced after realizing it described what they were already doing.

The most effective way to build strategic alignment is not top-down or bottom-up, but 'inside-out.' Engage middle managers (Directors, VPs) first, as they have crucial visibility into both executive strategy and the daily realities of their teams and customers, making them the strongest initial advocates for change.

Most corporate charters vaguely permit 'any lawful act or activity.' Eric Ries advises founders to replace this with a specific purpose, such as 'to maximize human flourishing by doing X.' This small legal change creates a powerful defense against future pressure to compromise on core values.