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.

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.

Instead of imposing top-down values, Gamma's CEO created a "notebook" of behaviors that team members organically praised in each other. These observed, authentic actions became the foundation of their culture deck, ensuring the values reflected reality.

Instead of aiming for vague outcomes like "empowerment," start by defining the specific, observable behaviors you want to see. For example, what does "being data-driven" actually look like day-to-day? This focus allows you to diagnose and remove concrete barriers related to competency, accessibility, or social reinforcement.

Generic values like "Speed" are meaningless because no one disagrees with them. To make a value impactful, embed its inherent trade-off into the statement, like Facebook's "Move Fast and Break Things." This acknowledges what you are willing to sacrifice, making the value a unique and actionable strategic choice.

Culture isn't created by top-down declarations. It emerges from the informal stories employees share with each other before meetings or at lunch. These narratives establish community norms and create "shared wisdom" that dictates behavior far more effectively than any official communication from leadership.

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.

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.

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.