Most organizations determine their values during key moments – at their founding, during a rebrand or when leadership changes. But all too often, those values ​​are relegated to a website's About Us page, landing alongside mission and vision statements, destined to be forgotten.

Even when employees know the stated values, they often feel disconnected from them. That's because many company values ​​are dopaminergic ideals—concepts that inspire excitement or aspiration but have no basis in practical application. They are not used to align behaviour, build trust or guide decision-making – and that is a missed opportunity.

Values ​​are one of the most powerful tools a company has. they create alignmentempower autonomy and enable resourcefulness. However, for many organizations, values ​​remain neglected and underutilized.

What does “value” really mean?

The word value vessel comes from the Latin root meaning “to be valuable” or “to be strong.” It shares its origin with valiant. To live according to your values it is an act of courage. It means staying focused on what matters most. For a company, this is the foundation of a loyal, connected and vibrant culture.

Each team is made up of individuals with unique backgrounds and personal values. Common values ​​unite people. They create alignment around a common goal, removing ambiguity and reducing the need for secondary goals. With shared values, trust grows and teams can focus on meaningful action, though navigating uncertainty.

Related: 3 steps to establishing authentic core values

The competitive advantage of values

Strong values ​​don't just shape internal culture—they also differentiate you in the marketplace. like Simon Sinek Famous saying: “People don't buy what you do, they buy why you do it.” Your values ​​articulate yours why. They communicate what your company stands for and how you operate in the world.

This principle is the foundation of my book, Start with values. Refreshing your company's values ​​isn't about branding or presentation. It is a deep, introspective process. It poses two essential questions: Who are we now? AND How do we want to operate in a constantly evolving world?

Co-creation brings value to life

The best values ​​are created in collaboration. Start by asking your team, “What is most important to you?” Collect their answers. Look for patterns. You may be surprised by what you discover.

In my work with companies, this exercise is often revealing unexpected knowledge. In one organization, employees ranked wisdom, integrity, and achievement as their top values. Management hadn't anticipated this – they assumed the team's priorities revolved around service and stability.

We refined these values ​​into actionable principles:

• integrity it was done Do the right thing.
• Wisdom it was done Develop – a call to learn and grow.
• MILESTONE it was done Be brave – a call for confidence and innovation.

This process matters. When employees feel heard and see their contribution reflected, they are much more likely to embrace and live those values. Ownership turns abstract ideas into shared commitments.

The rule of three

Three is the magic number for company values. Why? Because it is easy to remember. Think of the three little pigs, the three wise men, or the simple “ABC” we learned as children. Limiting yourself to three values ​​provides clarity and focus.

These values ​​should become the lens for decision-making. For example, a customer service agent handling a complaint might ask:

• Can I be brave in solving this issue?
• Can we develop our process to prevent similar problems?
• Am I doing the right thing for the customer and the company?

These questions provide clarity and empower employees to act with confidence. Decisions are made faster and alignment is improved.

Related: Unlock the secret to creating compelling core values ​​with this step-by-step guide

Converting values ​​into action

Values ​​should not be static words on a page. They should guide how your company works — how you act, how you react and how you make decisions.

Elite teams, such as the Navy SEALs or championship sports teams, demonstrate this in practice. For them, values ​​are not theoretical concepts. They are involved in every action and decision. Over time, these values ​​become second nature – not because they are forgotten, but because they are fully integrated.

In the corporate world, companies with strong values ​​consistently outperform their peers. They inspire confidence, encourage innovation and overcome challenges with resilience. Teams that know what they stand for move faster, collaborate better and deliver more consistent results. Research by Gallup suggests that connecting with company culture creates a fourfold increase in engagement and a 62% reduction in burnout.

Why now?

If your values ​​feel outdated or disconnected, now is the time to review them. Values ​​should reflect who you are today, not who you were five or 10 years ago. They should be relevant, actionable and aligned with your organization's goals.

Start by listening to your team. Identify shared personal values. Then, refine those insights into three clear and actionable organizational values. These values ​​should inspire, guide and energize – not overwhelm. When done well, values ​​are more than statements. They are your identity. They build trust. They drive performance. They create cultures that people want to be a part of.

It's time to rethink your company's values. The secret to a thriving and connected team may be closer than you realize.