Core Values That Don't Create Value

Alright, let’s talk straight. Walk into almost any corporate lobby or browse a company’s “About Us” page, and you’ll likely find them: the beautifully designed Core Values. “Integrity.” “Teamwork.” “Innovation.” Maybe even quirky ones like “Eat Tacos.” They look great, sound noble, and often mean… precisely nothing when the pressure’s on.

Sound familiar?

Ever seen “Teamwork” proudly displayed while Sales and Ops function like warring nations? Or heard “Innovation” preached while anyone suggesting real change gets the corporate side-eye?

This isn’t just hypocrisy; it’s actively bad for business. When stated values are disconnected from the actual behaviors tolerated and rewarded day-to-day, they breed cynicism faster than free donuts disappear from the breakroom. They create confusion about what really matters, allowing mediocrity and finger-pointing to hide behind nice-sounding words. Remember Enron? “Integrity” was literally etched in marble while they cooked the books. Their values were just wallpaper, providing zero guidance when tough ethical calls were needed.

The Problem: Values Aren't Actions

Here’s the core issue: Most corporate values are vague aspirations, not operational standards.

• They’re Unclear: What does “Integrity” actually look like when trying to close a tough deal? What specific action defines “Teamwork” when facing a tight deadline and someone drops the ball?
• They’re Unmeasurable: How do you objectively assess if someone is being “Innovative”? Without clear benchmarks, it’s just opinion.
• They’re Unactionable: They don’t help your crew make real-time decisions or prioritize. Does “Integrity” mean flagging a flawed process even if it tanks the quarterly numbers? The poster won't tell you.

In the high-stakes world of aviation, as an ex-AF C5 Galaxy pilot, we don’t fly on vague intentions. We operate with non-negotiable procedures and ingrained behaviors. Crew Resource Management (CRM) isn’t about feeling collaborative; it’s about specific actions: clear communication protocols, cross-checking vital steps, speaking up regardless of rank, owning mistakes instantly. These are observable, trainable, measurable standards critical for mission success.

The Solution: Define Actionable Core Behaviors

Want standards that drive performance? Ditch the platitudes. Define your Core Behaviors: the 3-5 critical, non-negotiable actions and ways of operating essential for executing your mission within your specific business “airframe” (your structure, processes, and systems).

Effective Core Behaviors are:

1. Clear: Simple, unambiguous, easily understood. What does doing this look like?
2. Actionable: Describes observable actions. Can you do it? Can you see it?
3. Measurable: Can you objectively determine if someone demonstrates it consistently through evidence (outcomes, feedback, observation)?

From Fuzzy Value to Actionable Behavior:

• Instead of “Teamwork,” try "Build & Maintain Trust." Actionable: Doing what you say you’ll do, communicating proactively and respectfully, admitting errors quickly, creating space for safe debate.
• Instead of “Results-Oriented,” try "Deliver Results." Actionable: Setting measurable goals aligned with objectives, prioritizing based on impact, tracking progress rigorously, proactively smashing obstacles, consistently hitting deadlines and quality standards.
• Instead of “Proactive,” try "Accountable Ownership." Actionable: Identifying problems/opportunities in your area, taking initiative without waiting to be told, following through completely, acting on behalf of the entire company, not just your silo.

Making Behaviors Stick

Defining these behaviors is the essential first step. Embedding them is where the real work happens:

• Leadership Walks the Talk: Starts at the top. Leaders must consistently model the behaviors. No exceptions.
• Hire for Behavior: Use Behavioral Interviewing (BBI) to screen candidates for past evidence of these behaviors.
• Manage to Behavior: Integrate behaviors into performance reviews with specific examples. Provide frequent, direct feedback.
• Recognize Behavior: Actively catch people demonstrating the behaviors and acknowledge it – publicly and privately.

The Payoff: A Performance Engine, Not Just a Poster

Shifting from vague values to actionable Core Behaviors isn't just semantics. It transforms your culture from ambiguity and cynicism into clarity and accountability. It reduces conflict, speeds up execution, and builds a foundation for consistent high performance. It turns that well-intentioned list on the wall into a powerful engine driving your mission forward.

Stop letting your values be punchlines. Define the actions that truly matter for mission success. Demand them. Reinforce them. Build a crew that doesn’t just talk the talk but executes with precision—because that’s what it takes to truly soar.

Want to dive deeper into defining your Core Behaviors and building a high-performance culture? Check out my book, Built to Soar, for more insights and practical tools!