1. What values are
- Define how an organisation pursues its mission and vision.
- More of a discovery process than a definition exercise.
- Reveal whether behaviours truly align with what we claim to value.
2. Why values matter
- Describe not just what we do, but who we are.
- Set behavioural standards that guide actions without micromanagement.
- Build identity, pride, and inspiration for the organisation.
- Act as compatibility filters for hiring, partnerships, and projects.
- Provide principles that drive us beyond hierarchy (“we do this because we believe in it, not just because the boss said so”).
3. Nature of values
- Like an iceberg: most of what drives values lies below the surface (core beliefs, assumptions).
- About integrity = being integrated (behaviour consistent with beliefs).
- True values always show up in actions, interactions, and performance.
4. Types of values (Patrick Lencioni, The Advantage)
- Core values – Non-negotiables; worth paying a cost for; natural and distinctive to the organisation (“if you cut us, we bleed this”).
- Aspirational values – Things we wish were true but aren’t yet.
Permission-to-play values – Basic entry requirements (e.g., honesty, obeying laws). - Accidental values – Traits that emerged unintentionally (not always positive).
5. How to identify core values
- Keep the list short (ideally 4–5).
- Ensure they connect to observable behaviour.
- Give them unique names (avoid generic “honesty, teamwork” lists).
- Look at heroes (people/projects you celebrate).
- Look at misfits (failures that violated values).
- Stories are often retold in the organisation.
- Ask: What are we willing to pay a price for? What “hills” would we die on?
6. Living out values
- Reinforce them with symbols, stories, and even metrics.
- Values should guide decisions daily, not just sit on posters.
- They are long-term and permanent—changing them means reshaping culture, which is difficult.
7. Final thought
- Values, along with mission and vision, form the foundation stones.
- Once these are firm, the next step is building action plans and priorities that align with them.