Why don't declared values work in the company?

Corporate values are extremely important - everyone knows that. All large companies have a list of values. Your competitors have a list of values.

Armed with the conviction that you need these values, you start creating them.

You held a strategic session and formed inspiring values - 4-5 loud slogans. Then... Then they remained at best published on the corporate website and onboarding presentations.

Why is this so? 

Well, there is one tricky thing you need to know - value should not be only a part of your corporation declaration - they have extremely significant influence in everyday company's tactic.

There is a framework to create values that really work for your business's success. And there are 5 steps I want to mention here:

Step 1. Gather all stakeholders and give them a list of previously created values. Say to all participants to write a decryption of these values. Then compare these decryptions.

Your task at this stage is to create a description of each value from all the descriptions that will be understandable and acceptable to each of the participants in the process.

Step 2. Describe this value at the company level. Use the phrase “A company that adheres to these values acts like this....” and add the characteristics you see as crucial for a company that sticks to these values.

At this stage, your task is to create an image of the company that will be consistent with the stated value and will be supported by all stakeholders.

Step 3. Decipher this value at the team level. Use the phrase “We are building a team that adheres to this value and does...”. Describe the characteristics of a team that supports these values. What does this mean at the team level - interactions within the team, interactions with other teams, etc?

Step 4. Decipher this value at the employee level. Use the phrase “We hire an employee who...”. Your task here is to create a description of those employee characteristics that are important for the employee to be in line with the company's overall values. Most likely, there will be no hard skills here, but rather soft skills. These requirements should then form the basis for checking soft skills during interviews.

Step 5. This is often forgotten. Describe exactly how and by what actions the declared value will be supported. If we take as an example such value as "Speed", then the actions to support it should include optimizing processes, reducing bureaucratic procedures for the sake of procedures, and accelerating the delivery of results. 

After all the values are formed, review them with a critical eye to ensure no contradiction between them. If one of the values is speed, and the other is attention to detail, the actions that are implemented mustn’t be mutually exclusive. Make sure that these values are transparent and understandable for team.

And the most important advice is that once you have created a list of values and written down the actions that support these values, you should follow these actions and values starting from the highest management level.

Corporate values matter—they're the heart and soul of your company's identity and guide how everyone in the business behaves and makes decisions. Think of them as the compass that helps keep your company on course, influencing everything from daily interactions to big-picture strategies. When these values are deeply embedded at all levels, from the boardroom to the breakroom, they can truly shape the culture and drive success.