Are Your Company Values Aspirational or Actionable?

Company values are often displayed prominently on office walls, websites, and mission statements. But are they truly guiding behavior, or are they just words on a page?

This question leads to an important distinction: Are your values aspirational, or are they actionable?

If values are merely aspirational, they represent ideals the company hopes to achieve but has no concrete evidence to support. There are no clear mechanisms to measure whether individuals or teams are embodying them. In contrast, actionable values have defined behaviors and accountability measures in place to ensure they are actively shaping decision-making and workplace culture.

THE PROBLEM WITH ASPIRATIONAL VALUES

Aspirational values sound good on paper, but without real-world application, they become nothing more than corporate wallpaper. Companies may claim to value integrity, collaboration, or innovation, but if there’s no way to assess or reinforce these values, how do employees know what they truly mean?

Some common pitfalls of aspirational values include:

• Lack of accountability: No mechanisms exist to measure whether teams are upholding them.

• Misalignment with reality: Leadership may say they value work-life balance, but if employees feel overworked, the value is meaningless.

• Confusion and inconsistency: Employees may interpret values differently, leading to a lack of cohesion in decision-making.

OPERATIONALIZING COMPANY VALUES

Author Brené Brown emphasizes the importance of operationalizing core values—moving them from abstract concepts to daily behaviors. This means defining what each value looks like in action and ensuring they are embedded into company processes.

To make values actionable, companies should:

1. Define Observable Behaviors

   • Instead of simply stating “We value integrity,” clarify what integrity looks like in practice.

   • Example: “We value integrity by being transparent in our communication and taking ownership of mistakes.”

2. Embed Values in Hiring and Performance Management

   • Ensure interview questions assess alignment with company values.

   • Make values part of performance reviews and promotions.

3. Recognize and Reward Value-Based Behavior

   • Create systems where employees are acknowledged for living the company values.

   • Example: Peer recognition programs tied to company values.

4. Hold Leadership Accountable

   • Employees take cues from leadership—leaders must embody the values consistently.

   • Regularly assess whether leadership decisions align with company values.

MAKING VALUES MORE THAN WORDS

A company’s true values are not what they claim to be, but what they repeatedly do. When values are actionable, they become the foundation for culture, decision-making, and long-term success. If there’s no way to measure them, they’re not really values—just wishful thinking.

What about your company? Are your values aspirational or actionable?