A core value, such as a need for trust, can be a leader's greatest strength or weakness. Without self-awareness, it drives toxic behaviors like micromanaging. With self-awareness, that same value becomes a tool for explicitly setting expectations and building a strong team culture.
There are few universally ideal values beyond basic table stakes like integrity. The effectiveness of a value is highly context-dependent. For example, a value of slow, careful consensus-building is critical in a nuclear facility but would cripple a fast-moving ad agency that requires decisiveness.
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.
A decision is only a true test of values when it costs something. When Basecamp banned politics at work, they lost 20-30% of their staff and faced backlash. By sticking to their personal values, they attracted aligned talent and built a stronger company long-term.
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.
Many people list "family" as a core value, but this is a misnomer. A true core value is a behavioral principle (e.g., "always be there") that applies across all domains of your life—work, friendships, and family. Family is a top priority where you apply your values, not the value itself.