Values: The emotional foundation of workplace culture 

I recently had an interesting conversation with a coaching client. She expressed a common employee frustration – “I took this job because the organization’s mission and values were in alignment with my own values and goals. But now that I am employed here, the values of the organization just seem exhibited on the boardroom wall, and not embedded in the way leaders and individual contributors think and act.”

This client’s experience highlights the common experience of feeling disappointed by the lack of integration between the words on the wall and the actions of the people in the organization. 

When people can choose who they work for (not everyone has that luxury), they want to know that they share the values of the organization and that they can contribute to the mission and goals in an authentic way. They want alignment. 

What happens when those stated values are not integrated into the everyday culture of the organization? As my client experienced, it is very disappointing and frustrating to discover the gap between the stated values and the way organizational processes and decisions are actually occurring. 

Could she have known whether the organization’s espoused values were authentic or archived? What would you look for as evidence that values are being enacted by employees and leaders? What could she have asked about in the initial employment interview to evaluate the alignment between what they were telling her and how they operate?

Why values underpin individual and workplace effectiveness

At the heart of an effective workplace are shared values. Shared values are the “operating system” of a company. When values are mirrored in the organization, we experience resonance and connection. We are more likely to contribute, innovate, engage and stay.

How do we know values are underpinning the organization’s structure and people? For starters, every employee, at every level of the organization, should be able to articulate why they are doing what they are doing, how it connects to the mission and purpose, and what values are guiding actions and decisions. These do not remain ideas on the wall – they are meaningful, living actions that affirm a commitment to building and sustaining a shared vision of their purpose and how they work together.

At a summer camp that I worked at for many summers, the organizational values were found everywhere. And we knew they were a living, meaningful set of statements because they were embraced by everyone – campers, camp staff, administrative support workers and leaders. Stop a camper and ask why they are walking on the path instead of taking the shortcut through the forest. ‘Because we are all trying to live in a low impact way with the environment.’ When values are animated, everyone can demonstrate the connection between words on the wall and everyday actions. 

— Jill

If a workplace culture espouses the value of well-being, it might demonstrate it through flexible work hours, hybrid office/home arrangements, mental health days, restrictions on responding to emails, EAP’s, offer training and development, extended holiday time and access to coaching. Conversely, when work expectations are high, personal time and life outside of work are not valued, the discrepancy between the value and the action creates friction for individual contributors.

If collaboration is a core value, an individual actively listens and manages their own agenda to incorporate and build on a teammate’s perspective. When leaders control the narrative and the agenda, contributors shut down and stop thinking about big ideas.

Values such as innovation cannot survive in an atmosphere of fear. Guided by values of inclusion and respect, managers can deliver feedback while maintaining the employee’s contribution. When employees feel emotionally safe and understood, they are far more likely to embody values that require vulnerability, such as integrity or boldness. And when they don’t, they become risk-averse and disconnected.

An inclusive culture does not require everyone to think identically; rather, it requires everyone to value the same core principles.The value of honouring diversity bridges the gap between different backgrounds and personalities, keeping the team anchored to their shared mission and organizational goals.

Shared values create a predictable environment. When you know your colleagues value honesty and the courage to have difficult conversations, you can address challenges. When you know what to expect in a meeting or after a mistake, this psychological safety creates the foundation for effective teams. Conversely, if you get thrown under the bus by a colleague, it demonstrates that the values are inconsistent with the actions – and it’s wise to trust actions over words.

Leaders who are led by their values understand that their emotional states and reactions have an impact. By maintaining self-awareness and empathy, they model organizational values even under significant pressure, demonstrating that these principles are not reserved solely for “the good times.” And these models build trust, innovation and loyalty.

Values support optimum effectiveness and well-being

People want to work for something bigger than a paycheck. When a person’s personal beliefs align with their company’s mission, they feel a sense of belonging. This “cultural fit” ultimately reduces individual burnout and distress. It also significantly lowers corporate turnover rates, engagement issues and workplace toxicity because people feel they are in the right place, doing the right thing with the right people.

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