How to Write Company Values People Actually Live
Culture is not written on the wall. It is shaped by what happens repeatedly inside the walls. Values only matter when they show up in decisions, hiring and everyday behavior.
To write company values people actually live, start with the behaviors your best people already show, involve employees in shaping them, keep the list to three to five, describe each value with specific behaviors rather than single words, and then use them: hire for them, recognize them, make decisions with them and address behavior that contradicts them, especially from leaders.
Many organizations have values printed on posters and websites: integrity, excellence, teamwork, innovation. Then employees watch a leader cut a corner, a top performer treat people badly without consequences or a decision that contradicts every word on the wall. The posters stay up, and everyone learns what the real values are.
Culture is what is experienced in your workplace when no one is watching. Values are only real when they shape behavior.
Start with what already works
Look at the people who best represent what you want your organization to be. What do they actually do? Maybe they jump in to help without being asked, tell the truth when it is uncomfortable or treat every customer like family. The best values often describe something that is already true at your best.
Involve your people
Values written by a small leadership team in a conference room rarely stick. Ask employees what they are proud of, what makes this a good place to work and what they would never want to lose. People support what they help build.
Six steps for values people live
- Start with your best people. What do they actually do?
- Involve employees. Ask what they are proud of.
- Keep it to three to five. Memorable beats comprehensive.
- Describe behaviors. Not just single words.
- Use them daily. Hiring, recognition and decisions.
- Address contradictions. Especially from leaders and stars.
Describe behaviors, not just words
A single word like integrity means different things to different people. Pair each value with a short description of what it looks like: we tell the truth, even when it is uncomfortable, and we own our mistakes quickly. Behaviors are easier to remember, teach and hold each other to.
Use them every day
Values come alive when they shape real decisions. Hire for them by asking behavioral interview questions tied to each value. Recognize people publicly when they live a value, naming it specifically. Use them in hard decisions: which choice fits who we say we are? See Behavioral Interview Questions That Reveal Character.
Address what contradicts them
The fastest way to kill a value is to let someone violate it without consequences, especially a leader or a top performer. It may not be the culture you wanted, but it is the culture that was allowed. Protecting your values protects the right of great people to work with great people.
Building culture through daily behavior is the focus of You Are Capable of a Better Culture. See also Not the Culture You Wanted. The One You Allowed. and The SPARK Framework.
Values matter only when they shape behavior. Start with what your best people already do, involve employees, keep it to three to five, describe behaviors, use the values in hiring, recognition and decisions, and address contradictions, especially from leaders.
Frequently asked questions
How do you create company values?
How many company values should you have?
Why do company values fail?
How do you make employees live company values?
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A No-Excuses Guide to Becoming Your Best Self. The bestselling book behind Chris’s keynotes and the 2026 Paris Book Festival winner in the How-To category. Many teams hand a copy to every seller at their kickoff.
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Chris Sund speaks on this in You Are Capable of a Better Culture, for conferences, leadership teams and company meetings.
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