culture series #3: aligning values and behaviours – from words to action

Most companies have values. They’re neatly framed in reception areas, written in employee handbooks, and proudly displayed on websites. But here’s the real test: If those values disappeared from every document today, would employees still experience them in action?

If the answer is no, those values aren’t shaping culture - they’re just words on a wall. And let’s be honest, no one ever looked at a company’s mission statement and thought, “Wow, that really changed how I approach my work.”

Organisational culture isn’t about what a company says - it’s about what people do. And that’s why values without behaviours are meaningless. So, how do you align values with real, tangible actions that shape culture for the better? Let’s dive in.

values are just words – until you put them into action

It’s easy to say, “We value integrity.” It’s much harder to show integrity when faced with a difficult decision, like holding senior leaders accountable for their behaviour or being transparent about a business challenge.

According to Gallup, only 23% of employees strongly agree they can apply their company’s values to their daily work. (Source: Gallup, 2022)

When values are unclear, people make decisions based on personal interpretations, which can lead to inconsistency, confusion, and even toxicity in workplace culture. Without action, values are just corporate poetry - nice to read, easy to forget.

“Clear, well-embedded values outperform those without them by up to 30% in key business metrics, including profitability and employee engagement.”

However, with clear values – well that’s a recipe for success. A study by Hays in 2021 found that companies with “clear, well-embedded values outperform those without them by up to 30% in key business metrics, including profitability and employee engagement” (Source: Hays, 2021). So, who wouldn’t want to prioritise having clear values in their business, and reap all the rewards of it?

from poster to practice: making values real

Values should help shape how decisions are made, how teams work together, and how leaders lead. Here’s how to move from words to action:

1. Leaders should set the standard

If leaders aren’t demonstrating values, no one else is likely to either.

Example: If a company says it values transparency, but senior leaders make decisions behind closed doors, employees quickly learn that actions speak louder than words.

Solution: Leaders should openly discuss values in team meetings, use them as decision-making filters and, crucially, hold themselves accountable against the behaviours that underpin them.

2. Simplicity is key

The more complicated values and behaviours become, the harder they are to embed.

Example: A company doesn’t need 12 core values. It needs a few, clear, tangible ones that actually mean something, and an even clearer way to bring them to life in daily actions.

Solution: Stick to 3-5 strong values and define them in practical, actionable language that everyone can get behind.

3. Involve employees in defining behaviours

Values should be co-created, not dictated.

Example: Instead of saying, “We are collaborative,” ask employees: What does collaboration look like in action? How should it show up in our work? What do we need to be doing every day to stay collaborative?

Solution: Run some workshops where teams translate values into real behaviours, so they feel relevant to everyday work, make it experiential and exciting. If a workshop isn’t possible (because let’s face it, off-lining everyone for a day is hard) then try some ‘lunch and learns’ or address it through briefings and team meetings that occur.

framing behaviours: a simple approach

So how can you easily frame your values and behaviours, and start having some good conversations around how they apply. A company’s values should answer four simple questions:

1. What do we stand for?

2. How do we act on this?

3. What does this look like in practice?

4. How do we reinforce and measure this?

Values that don’t answer these questions will struggle to shape behaviour in a meaningful way. So you can use this useful infographic to start to build out your values.

the power of storytelling in embedding values

If you want values to stick, you need stories - because people don’t always remember policies, but they do remember powerful examples.

1. Leadership storytelling

Great leaders don’t just talk about values - they show them through stories.

Satya Nadella, CEO of Microsoft, transformed the company’s culture by embracing a growth mindset, a key value. He didn’t just announce this shift; he told personal stories of how Microsoft needed to move from a culture of “know-it-alls” to “learn-it-alls.” That storytelling approach made the shift real, relatable, and actionable. He is also widely regarded as one of the most prominent transformational leaders of our time, so there’s something in this.

Leaders can work together to co-create their own leadership story, understanding the journey they are on in the organisation and where it’s heading. This can be a powerful way to uncover values and really get into the behaviours that will drive your business forward.

Audacious plug moment #sorry – this is the kind of activity Team Beluga absolutely loves getting involved in, working with your leaders to tell their story, and bring to life the values. We offer a retreat experience, Story, which does exactly this, as well as a series of story creation workshops to help leaders collaborate together. Drop us a line if you’re interested, or talk to Lee (our chief solutions officer) who’ll be happy to share some great insights into this approach.

2. Employee stories & peer recognition

Employees should see values reflected in their peers, not just in leadership.

Organisations like John Lewis Partnership embraces a culture of ownership and collaboration. Employees (who are all partners in the business) are encouraged to share stories of teamwork and mutual support, reinforcing their shared responsibility.

Create the opportunity for internal storytelling via available platforms (e.g., newsletters, Slack channels, or intranet features) where employees can highlight and celebrate colleagues who role model and live and breathe company values.

3. Customer storytelling: Bringing values to Life through experiences

Some companies don’t just talk about values, they breathe them into every interaction. Nowhere is this more evident than in theme parks and visitor attractions, where experiences are shaped not just by what’s built, but by how employees bring those experiences to life.

Places like Disney where values aren’t just about entertainment, they’re about creating magical, immersive moments that guests will never forget. Every employee, from ride operators to performers, are trained to tell stories, and be part of the story. Similarly, Merlin Entertainments, which operates attractions like LEGOLAND, Alton Towers, and Madame Tussauds, builds its culture on immersive storytelling and guest experience. Their values aren’t just about running attractions, they focus on sparking joy and curiosity for millions of visitors worldwide.

What makes the visitor attractions industry so interesting is that their values transcend what they do. They aren’t just running attractions, they’re bringing joy, imagination, and storytelling to life through every guest interaction. These values don’t just exist in a handbook, they are woven into the culture, reinforced through shared stories, and visible in every employee’s behaviour. Whether in hospitality, retail, or any other industry, values should be something employees can see, feel, and bring to life through storytelling.

final thought: would your values hold up without a handbook?

Here’s a challenge: If your company values disappeared from your website today, would people still experience them? If the answer isn’t a clear yes, it might be time to rethink how values show up in leadership, behaviours, and culture.

Values aren’t what a company says. They’re what a company does. Now over to you - how does your organisation bring values to life?