Communicating values in ways that actually work

How can values have real impact and feel truly lived? Expressing organisational values in ways that genuinely resonate isn't as difficult as you might think. 

Most organisations have a set of defined values: some are carefully crafted to reflect unique identities, while others are far more generic. Too often, though, the words are written down, then quietly drift out of focus, resurfacing only for annual reports, website updates, or the occasional town hall.

Beyond decorating walls and websites, this resource is for leaders and communicators who want values to truly matter.

1. Move beyond value statements

Values will remain abstract until you anchor them in the reality of your organisation. That means making them contextual and relevant to everyday work.

Values in practice: Rather than simply stating “We value excellence,” describe what excellence looks like in action. Set clear expectations for work quality, highlight examples of teams raising the bar, and show how continuous improvement is part of team culture.

2. Communicate values through culture 

Values are more than just messages, they’re a dialogue. If your internal culture contradicts what you claim to stand for, no amount of communication will fix it. The same goes for your actions: when behaviour doesn’t match the promise, credibility will unravel.

Values in practice: If you say you value 'transparency', but decisions are made behind closed doors, the message won’t land and trust will erode. Instead, hold regular forums where leaders share updates, explain decisions, and invite questions, even when the answers are complex or not yet fully known. 

3. Tie values to success 

By embedding values into employee performance plans (KPIs), you can measure what people achieve (like hitting targets or delivering specific projects), as well as how they behave while achieving it – reinforcing that behaviour matters just as much as results.

Values in practice: A KPI could assess how someone collaborates, supports others, or makes decisions in line with the organisation’s values. If someone consistently meets their goals but behaves in ways that contradict your values, their performance rating should reflect that misalignment.

4. Weave values into decision-making

Values should be visible in how you prioritise, invest, and evolve.

Values in practice: If 'sustainability' is a stated value, show how it influences your budgets, procurement processes, or long-term planning. For instance, choosing suppliers or tools that align with your environmental goals, even if they cost more, visibly demonstrates values in action. 

5. Make values meaningful

When it comes to organisations, one size doesn’t fit all, and your values should reflect that. If you want your values to resonate, the tone needs to be real, human, and distinctly yours. Generic descriptions and stock photos won’t cut it. Neither will jargon, empty platitudes, or trying too hard to impress.

By using real stories and images, along with language that feels true to your culture, your values will stop sounding like corporate wallpaper and start feeling like something people can believe in. 

Values in practice: If 'collaboration' is a stated value, share stories of cross-functional teams solving complex problems together. If 'responsibility' is a stated value, show how you work closely with the people or communities your decisions affect, and how you listen before you act.  

6. Live your values everywhere

Your values should be as clear to the outside world as they are inside HQ – visible and consistent across every touchpoint.

Values in practice: If 'fairness' is a core value, it should be visible in how you treat your stakeholders. This might start with the basics, like publishing clear service standards or explaining how you handle complaints (policy), but it’s in the way you act that your values truly show up (practice).

7. Invite genuine participation

Values work best when they’re shaped collaboratively, and they should never be frozen in time. Values should feel lived, not imposed, and reflect the organisation today, as well as who you're striving to become.

Values in practice: Rather than talking about values in a top-down manner, invite employees to share what each value means in their role. Use their input to shape how your values are communicated and applied across teams. If misalignment is evident, move quickly to understand why. When it’s time for a values refresh, invite employees to share their views, and what they think is missing. 

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Communicating values should never be a formality

When values stay visible and active, they guide decisions, shape culture, and show up in everyday actions, from how feedback is given to how employees treat stakeholders.

Values should never be seen as an internal formality. They should be connected to external messaging, brand behaviour and leadership decisions. Crucially, they should be front and centre during moments of pressure, scrutiny, or crisis – times when your organisational values are put to the ultimate test.