We’ve all seen the beautifully designed posters in the lobby (done it), the prominently featured section on the “About Us” page (built it), the carefully crafted list of words that promise to define a company’s soul (sure did). I’m talking about core values.
Yet, despite their ubiquity, “core values” can elicit an eye-roll or a cynical sigh. If the goal of creating core values is only for use on your website, then they can get a reputation for being “fluffy,” aspirational platitudes disconnected from the daily reality of the workplace. But why can these seemingly well-intentioned declarations sometimes fail to deliver?
I believe the failure of creating (non)core values stems from several critical, often overlooked, missteps. It’s not that the idea of core values is flawed; it’s how they’re typically conceived, communicated, and, most importantly, lived (or not lived).
Let’s break down why core values often fall flat:
1. They’re Too Vague and Abstract
The Problem: Most core values are presented as abstract nouns: “Integrity,” “Innovation,” “Teamwork,” “Excellence.” While noble sentiments, they don’t provide a clear roadmap for behavior. What does “integrity” actually look like in a tricky client negotiation? How does “innovation” manifest in a routine team meeting?
The Impact: When values lack behavioral specificity, they become open to individual interpretation. This leads to inconsistency across the organization and leaves employees wondering, “What am I actually supposed to do?” If you can’t describe what a value looks like in action, it’s just a word.
2. Lack of Leadership Buy-in and Modeling (The “Values Gap”)
The Problem: This is a significant Achilles’ heel for core values. If leaders preach transparency but make decisions behind closed doors, or champion “work-life balance” while expecting 24/7 availability, employees see through the facade eventually.
The Impact: Hypocrisy erodes trust faster than almost anything else. Employees watch what leaders do, not just what they say. When there’s a visible disconnect, the core values are perceived as nothing more than a marketing ploy, fostering cynicism and disengagement.
3. Poor Integration into Organizational Systems
The Problem: Core values are often announced with fanfare, then relegated to a forgotten corner of the company intranet. They aren’t woven into the fundamental fabric of how the business operates.
The Impact: For values to hold meaning in the organization, they must be embedded in:
- Hiring: Do you screen for candidates who embody your values?
- Onboarding: Are new hires taught how to live the values from day one?
- Performance Management: Are employees evaluated not just on what they achieve, but how they achieve it (i.e., whether their actions align with values)?
- Recognition & Rewards: Are behaviors that exemplify your values celebrated and rewarded?
- Decision-Making: Are values used as a filter for strategic choices?
Without this integration, values remain separated, or even external, to the daily reality of work.
4. Aspirational vs. Actual Values
The Problem: Sometimes, companies craft values that reflect what they wish they were, rather than what they genuinely are today. While aspiration is healthy, a significant valley between stated values and current culture which breeds rejection of the vision.
The Impact: Employees quickly recognize when a company’s declared values don’t reflect its lived experience. This “values gap” can lead to resentment and a feeling that the organization is not being authentic. True values should acknowledge both the current reality and the desired future, with a clear path for growth.
5. Too Many or Too Generic Values
The Problem: An extensive list of generic values (“Integrity! Customer Focus! Teamwork! Excellence! Innovation! Accountability! Respect!”) becomes overwhelming and forgettable.
…I worked in an organization for a period of time that had 20 “core” values… yes… TWENTY.
The Impact: When everything is a core value, nothing truly stands out. Effective core values are few in number, distinct, and uniquely reflect the organization’s identity and competitive advantage. They should differentiate you, not just describe universally desired traits.
Moving Beyond Fluffy: Making Values Stick
The good news is that creating core values doesn’t have to be just an exercise you complete. When done right, these guiding principles are powerful catalysts for culture, decision-making, talent attraction, and ultimately, sustainable success. They are absolutely essential to the business in those ways.
To transform your core values from fluffy words to foundational principles, consider:
- Be Specific: Define what each value looks like in action. Use verbs, not just nouns.
- Lead by Example: Your leaders must embody the values, consistently and authentically.
- Integrate Deeply: Weave values into every system and process: hiring, performance, rewards, decision-making.
- Communicate Constantly: Tell stories, share examples, and keep the values alive through regular conversation.
- Be Authentic: Your values should reflect your true identity and aspirations, not just what sounds good.
By avoiding these common pitfalls and committing to genuine integration, organizations can build cultures that are not only productive but also deeply aligned, purpose-driven, and truly resilient.