I am revisiting the topic of values that you lay out for your team or your organization. Values look so great boldly displayed on the office walls, they inspire us to be better at what we do. Or do they?

With that, there are a couple of very important questions. First, what is behind the value, the definition? Second, what does the value look like when you put it into action? 

When companies start to survey employees, what is often uncovered is that the behavior of executives, and even other employees, don’t line up with what is described as being valued.

I want to dig into these questions, and again demonstrate to you what is taking place after you produce that wonderful mission, vision, and values.

The key takeaways:

1. Values can be turned into behaviors without being a negative thing.
2. You must provide a detailed enough definition so there isn't space for interpretation.
3. You must hold yourself and everyone else accountable.

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