My Hunting Thoughts on Companies' Core Values

This is a topic that has been haunting me for some time: the importance of behaviour, which is KING for a company’s culture in my opinion.

Companies often invest a considerable amount of time and effort into defining their cultural values, such as respect, integrity, excellence etc. I’ve been exploring the values of some of the major companies, and it’s clear they all emphasize values that are strong, concise, and meaningful.

I can almost imagine a group of dedicated people spending months of energy reviewing these strong and powerful words, working with external consultants and coaches to nail the perfect ones.

As with every type of task or assignment, I believe there are two types of people: those who are fully committed and genuine, wanting to do their best and represent the company in a meaningful way, and those who have some sort of agenda. Regardless, I believe that most big companies invest a lot of focus and energy in establishing the 3-5 values they hold most dear.

Now, before you think I’m about to spiral into negativity regarding company values, let me clarify: I am a strong supporter of establishing meaningful values that represent a company and guide the people they hire.

But here’s what I think actually happens: the higher-ups proudly announce a set of corporate values (or, in some cases, announce a new set from time to time) and sustain their message with perfect videos, decks, and prepared speeches. Nothing wrong with this prep-ing. I think we should take the time and invest the energy in doing all that, especially when it comes to such important announcements such as the core values of a company.

The audience - the other 99.9% of the company’s employees hearing those core values for the first time, would listen and try to absorb the information. Some might be sidetracked with other tasks, while others might pay attention. Some might grasp what’s happening, and some might not. Some might be in a customer escalation. Regardless, let’s assume that the majority would leave the room with an understanding that the company’s core values have been established (or changed, depending on the case) and perhaps remember them, or at least 1 or 2.

Nothing wrong with any of that, either.

We are humans, and absorbing information, especially in our fast-paced world, is hard. Our attention span is limited, too.

Then an email would follow announcing the same news and a new page would display the new set of values on intranet.

The next day, they wake up and are expected to start adjusting (where necessary) and to deliver within the guidelines of those new core values.

Now, reality check - how many of us REALLY feel committed to taking a moment to understand and prioritize those core values? How many of us take a step back to think, ‘Okay, how can I align my contributions with these core values?’ More importantly, what are my contributions to ensuring that I support those around me to embrace this path of growth and start delivering within those principles too?’

What haunts me the most is the impression that, oftentimes, this transient approach, wastes a great opportunity.

Despite the momentum and the real commitment of a group of people to develop the best and most meaningful core values to represent the company, less attention is paid to actually implementing them once they are announced.

Values can distinguish a company from its competitors by clarifying its identity.

Yet, most tend to forget about them.

These core values fade (if ever understood by the majority), especially in tactical situations.

They are prized in presentations, but what about the small things? Like the tone of an email exchange, political discussions about a given priority, reasources, or debates over who will take credit for achievements?

I’m not talking about big deviations that can be easily spotted, but those subtle things that tend to be ignored until it becomes too late to rectify; that have become ingrained in the culture and impact the motivation of the majority.

Humans crave attention; we all have a need to be liked in one form or another.

We also desire inclusion, which stems from a survival instinct.

However, another aspect of our survival instinct is competition and the desire to win.

Every creature that comes into existence on this planet immediately enters the ongoing competition and struggle for survival. Throughout our lives, we find ourselves involved in numerous competitions, both consciously and subconsciously, for power, wealth, or status.

Many of these competitions are rooted in our work and jobs, because that’s where we spend most of our energy.

That’s where we seek validation, we aspire for pride, we aspire for social recognition and status. It’s a natural inclination considering that the majority of our adulthood life we spend at work.

However, people often forget to take a break and ask themselves - why? Why do I let core values fade just for the sake of the ‘winning’ feeling? And what exactly constitutes ‘winning’?

Let’s take integrity as a core value example — which I believe should extend beyond our job identities too.

Success is always celebrated and applauded; however, failure leads to being labeled as ‘unfit.’ The fear of failure is something common, to the extent that even the smallest achievements are considered successes, merely to avoid destroying a well-crafted brand image.

It’s almost as if acknowledging failure is avoided at all costs, to protect the reputation.

In my opinion, failure can indeed be a form of success if it is recognized and learned from. However, I believe it’s healthy to acknowledge a situation as a ‘failure’ rather than universally celebrating something just to maintain our reputation. Quite the opposite, I would personally have more admiration for someone who vulnerably admits, ‘Well, I’ve tried, I failed, I’ve learned, and now I’m back to square one with better knowledge and more prepared for next time.’

So why, if we claim integrity as our core value, do we most of times let it diminish when failures occur? What do we want to demonstrate or achieve? And why? What are we afraid of? And who are we afraid of? These are trivial questions that my brain triggers in such situations.

Integrity means being honest and transparent about both successes and failures, not only in situations that work to our advantage; in the favour of our branding.

<Integrity> is just one example; it can be substituted with any other core value, and there are likely situations where it is ignored when things don’t work to our advantage.

Values can bring discomfort, and when we define them and commit to embracing them, we must also prepare for the potential challenges and pain they may present. Once defined, it implies that the company and its people—at all levels—are ready to be held accountable to these standards.

Core values should be the fundamental principles that steer every action within a company and are maintained without compromise.

At all costs.

These values should be part of everything, present in all processes — from those well prepared presentations for executive reviews months in advance to the random 30-minute meetings between two employees discussing a product bug.

I might have an idealist approach on the topic but I really believe they should be present not only when things are going well but, most importantly, during challenging and important times.

When 2 teams collaborate.

When team members navigate difficult conversations.

When dealing with escalated customer issues.

When teams negotiate priorities.

When budgets are allocated across departments.

When people seek growth and power.

I'm not suggesting that we shouldn't be tactful or strive to perform our best, but we must ensure that our behaviour does not compromise these fundamental principles.

Nothing we do at work is truly about our tasks — be it the next product feature, a bug, or an employee situation we discuss.

It’s about HOW we behave.

The impression we leave on people, teams, and clients isn't based on the ninja fixes or workarounds we provide for navigating specific cases. It isn’t based on the magnificent solution or strategy we came up with.

It's based on how we've behaved and helped people, teams, customers overcome these issues.

Two teams won't feel fulfilled by the cross-team work they've done on the next product feature, but by how they've managed to collaborate and support each other.

It's about how they behaved to create a partnership at the human level.

How they interacted.

How they acted.

How effectively they have integrated those core values into their own behaviours.

And what they deliver will be a direct consequence of their interactions and the culture that has been established among them.

Without that, without the culture, the "product feature" is soulless; void.

And often times, that results in people working without meaning.

And given the significant amount of time and energy we dedicate to our work, it is important to be part of a culture that not only aligns with healthy values but also consistently implements them across the board. From small and tactical things, up to shiny discussions.

So, what can we do to make those beautiful and meaningful core value a reality?

First, I'll assume that as long as you're staying with your current employer, you resonate with the company's core values. It would be unfortunate to have a clash between your own principles and those of your employer. Nothing wrong with such a discrepancy, but you’d likely feel more fulfilled in a place where your values align more closely in my opinion.

Second, you might or might not resonate with my reflections; experiences are subjective.

If you do resonate however, I believe there are a few adjustments we can make:

First, lets make sure we ACTUALLY understand our company core values. What they really mean.

Then:

Be authentic: be genuine in your interactions, whether with colleagues, team members, or clients. Authenticity builds trust and builds stronger, more meaningful relationships. Leave games behind. Think long term.

Be vulnerable too: embrace failure as growth. View failures not as setbacks but as opportunities for learning and growth. Share your lessons learned with your team to create a culture where mistakes are seen as valuable learning moments rather than reasons for criticism. Or bad reputation; or poor branding.

Contribute to a safe space for open dialogue: encourage open discussions about core values and how they can be better integrated into daily work. Support at creating an environment where people around you feel safe to express concerns, share ideas, and discuss how values can be lived more fully.

Reflect and reassess: take time to reflect on your own actions and behaviours. Ask yourself if they align with the core values of your company. Ask yourself if the context you’ve perhaps been pulled into aligns with those core values. If not, consider what changes you can make to better integrate those values. Don't be afraid to share your observations when you feel that the actions and behaviours of yourself, your team, or your organisation could potentially drift from those core values. By this stage, we should have built an environment where being authentic and vulnerable is celebrated, where failures and mistakes are not seen as “unfit” and where the atmosphere is safe and open.

Lead by Example: If you are in a leadership position, remember that your behavior sets a tone for the rest of your organisation. Demonstrate your commitment to core values through your actions, decisions, and how you handle challenges and difficult conversations when required.

Implementing core values is an ongoing process that requires continuous effort and commitment - a commitment that core values are not just words on a page on intranet but are living principles that guide behavior, decision-making, and the overall culture of the organization.

Do you commit to that? Do we have a deal?

At least, please, think deeply about the role of core values in your own work environment because you’re spending a large amount of energy and time there.

Alright friend, that’s my rambling for this note.

See you next week.

-Luciana