10 things leaders always ask about values

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• Values can be created intentionally based on an organisation’s vision, mission, design culture, and strategic goals, or discovered through introspection by recognising beliefs already embedded in the culture.
• Through reflection and codifying existing beliefs, organisations can build on an authentic foundation, as seen in our sports ministry movement, where nine heart values were co-created globally between 2011 and 2015, even though they had been lived out long before.
• Whether values are created or discovered, they must accurately reflect the organisation’s identity while guiding its future aspirations.

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• It is advisable to formally define organisational values early, ideally during the foundational stages of an organisation’s development.
• Defining values early helps establish a strong, biblically informed cultural framework and ensures team members understand the organisation’s guiding principles.
• Early clarity on values aligns behaviours and decision-making with the desired culture, creating a solid foundation for growth.

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• The number of values depends on the unique needs of the organisation, but there is no fixed rule, and it is generally recommended to have a concise set of three to seven values, as less is more.
• While our movement has nine heart values and uses creative ways to help remembrance and internalisation, having too many values can make it difficult for teams to remember and live them out.
• It is better to focus on a small number of well-defined, meaningful values that clearly shape culture and guide decision-making, rather than a long list that becomes diluted and ineffective.

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• Finding the values is a collaborative effort that should involve key stakeholders, with leadership initiating the process, actively participating, and providing guidance throughout.
• Including representatives from different teams, levels, and functions ensures diverse perspectives, fosters ownership, and increases inclusivity and buy-in through tools like surveys, focus groups, workshops, and appreciative inquiry.
• External facilitators can provide objective guidance and structure, but the overall process should remain transparent, inclusive, and reflective of the organisation’s collective identity.

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• Aspirational values represent the ideal behaviours an organisation strives to embody, going beyond the current state and reflecting long-term vision and aspirations.
• These values inspire teams to reach higher, set a standard of excellence, provide direction for growth, and should be attainable while still challenging people to stretch and achieve their full potential.
• Aspirational values can be articulated as verbs rather than nouns, creating a sense of ongoing growth and present continuous action.

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• First among equals refers to a value that holds an elevated position and acts as an overarching priority that guides decision-making when values are in conflict.
• While not essential, identifying a first among equals value can help resolve trade-offs, provide clarity in difficult choices, and should align with the organisation’s purpose, long-term goals, and ethical considerations.
• In our movement, when there is a clash between public marketing and the safety of leaders in restricted contexts, safeguarding their security is the first among equals value that takes precedence.

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• Organisational values can be both universal and culturally informed, as the same value may exist across cultures but be understood or expressed differently depending on context.
• Cultural agility means ensuring values are adaptable and inclusive by involving people from diverse cultural backgrounds, being sensitive to language, norms, beliefs, and ensuring values are clearly translated and contextualised.
• When values are applied with cultural agility, they promote belonging, foster respect, and enable people from different backgrounds to contribute effectively to the organisation’s success.

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• Subvalues can be helpful when they reflect the unique objectives, functions, and context of specific teams.
• Subvalues must align with and support the organisation’s core values and should not contradict or undermine them.
• Teams should define subvalues in alignment with overall organisational values to ensure transparency, coherence, and consistency across all levels.

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• It is beneficial to periodically review organisational values to ensure they remain relevant and aligned with change, which is inevitable. Establish a review cycle based on timeframes or significant organisational changes, and assess whether a review is needed.
• Assess alignment by evaluating whether current values align with the organisation’s mission, vision, and strategic outcomes, and identify any gaps or areas for refinement.
• Engage teams at various levels through surveys, interviews, or focus groups to gather feedback on how well the values resonate with day-to-day work and decision making, then analyse feedback to identify key themes and priorities.
• Refine or update values based on the analysis, ensure alignment with strategic direction and desired culture, and clearly communicate any changes, including the rationale and commitment to living out the values.

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• There is no predetermined values lifecycle linked to an organisation’s life cycle, as values can evolve in response to internal and external factors and reflect changing identity and strategic direction.
• During significant organisational changes such as mergers or leadership transitions, it is especially important to reassess and periodically review values to ensure they remain relevant and aligned with evolving needs, shifts, and goals.
• Values are not static, and their evolution should align with the organisation’s growth and changing circumstances so they continue to guide culture and decision-making effectively.