Ask the EXpert: How do we make sure our values are actionable?
Dear EXperts,
We’re in the middle of a rebrand and recently updated our company values to better reflect who we are today and where we want to go. The process was collaborative, and the leadership team is really proud of the outcome - but now I’m worried about how to make these values feel real in our day-to-day work. I’ve seen other companies fall into the trap of treating values like buzzwords or posters on a wall, and I don’t want that to happen here. How do we avoid our values becoming meaningless? What can we do to embed them into our culture in a way that actually sticks, especially as we grow?
– Concerned Chief People Officer
Our EXpert advice
This is such an important question, and you’re totally spot on - values need to be more than just aspirational buzzwords if you really want them to make a difference. The great news is that you can totally weave those values into your culture if you’re intentional and consistent about it. Here are some easy steps to kick things off:
🎯 Get specific
Generic values like “integrity” or “excellence” can come off as empty unless you break them down in a way that your team can really connect with. It's all about pairing those values with clear, visible actions that show what they actually look like in real life. For instance, if “collaboration” is one of your values, clarify what that means for your organisation: Does it mean focusing on better communication between teams, or recognising employees who support others? The clearer you are, the easier it’ll be for everyone to embrace those values in their daily work.
✍🏻 Document and share them everywhere
Values need to be accessible, not just remembered. Document them clearly and place them in visible, easily-referenced spaces - like your employee handbook, onboarding materials, or internal tools like Slack or Notion. This way, they’re always easy to find instead of something employees have to dig into their memory for. You might also want to throw in some real-life examples and practical behaviours for each value to make them relatable and easy to put into action.
🏆 Model values at the leadership level
Leadership sets the tone for how values are perceived. If they don’t show that they actually believe in the values, it gives everyone the vibe that those values don’t really matter or are just for show. Leaders should back up their words with actions - like being open about their choices, owning up to their mistakes, or putting people before profits when tough calls arise.
💪 Empower the team to take ownership
For values to become part of the culture, the whole team needs to feel a sense of ownership over them. If values are just talked about in leadership meetings or handed down from above, they won’t mean much to the rest of the team. Encourage everyone to contribute ideas for how values can come to life - for example, through tangible team rituals. For example:
Feedback Fridays: Set aside time for team members to give constructive, values-based feedback to each other or to leaders.
Value spotting: Kick off meetings by sharing quick examples of how someone on the team represented a certain value that week.
Onboarding buddy system: Pair up new hires with a “values ambassador” who can show them how the team embodies those values.
These rituals create shared experiences, reinforce alignment, and make values feel tangible rather than abstract.
🪩 Embed values in everyday work
Values aren’t just a box to tick once you’ve figured them out - they should be woven into everything your company does. A great way to achieve this is by syncing them up with what you already do. For example:
Add values into performance reviews by checking how employees show them in their work.
Bring them into the hiring process by asking interview questions that connect to specific behaviours reflecting your values.
Mention them in meetings and when making decisions, so they stay top of mind.
🌱 Check in and grow
Values aren’t set in stone - they should change as your business changes. Make it a habit to touch base with your team and see how those values are playing out (or not) and tweak them if necessary. This keeps them relevant and true to your organisation's identity.
When values are specific, documented, and actionable - and when leadership both models and shares ownership of them - they become a true guide for behaviour and decision-making. Without this clarity and shared responsibility, values risk becoming a buzzword exercise that doesn’t resonate. But when done right, they create a cohesive culture that supports and drives your company’s growth, even when things get tough.
