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.
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.
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.
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.