1. How to Build a Culture That Works
In the recent article, we looked at what company culture really is – and what it isn’t.
This week, we go a step deeper:
How can you define values that actually make a difference – and shape culture intentionally?
Here are three principles from my consulting experience:
2. Principle 1: Combine What Exists with What You Aspire To
One of the biggest mistakes companies make is approaching value work too idealistically.
When values are defined that have nothing to do with the company’s current reality, people won’t take them seriously.
At best, those values are ignored.
At worst, they become a joke.
Example: A company operates in a very formal, tightly controlled way, with little room for individual decision-making – and then defines “entrepreneurship” as a core value.
That doesn’t work. The gap between aspiration and reality is too wide.
My advice to leadership teams: Ask yourselves:
“What already works well here? Why do people enjoy working here? What do they value about the way we work together?”
We also conduct structured interviews with colleagues from across departments.
This helps identify cultural strengths – especially around interaction, collaboration, and how decisions are made.
Once those existing patterns are clear, they can be complemented by 1–2 aspirational behaviors the company wants to encourage.
Rule of thumb:
Out of five core values, at least three – ideally four – should reflect the current state.
Only one or two should be aspirational.
The closer the values are to daily reality, the more powerful they become.
3. Principle 2: Specific Beats Generic
A classic value that appears in many mission statements: “Respect.”
Sounds nice – but it’s too vague to be useful.
The issue is twofold:
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Too general – it’s not clear what’s actually meant.
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Too subjective – everyone interprets it differently.
For one person, it might mean a friendly tone.
For another, it means every idea is taken seriously.
For someone else, it’s about fair compensation.
My recommendation: Use concrete, behavioral language instead of abstract terms. For example:
“We give timely and constructive feedback.”
“We actively seek out diverse perspectives.”
That’s clear. That can be lived.
4. Principle 3: Less Is More
Three strong values are better than ten that no one remembers.
I’ve often seen companies define 10+ values – and even the leadership team can’t recall them a few months later.
Values must be present, precise, and repeatable.
My advice: Focus on 3 to 5 clear values or guiding principles that are:
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Part of everyday conversations
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Reflected in decisions
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Easy to understand – and to apply
5. My recommendation
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Do you know your company’s true culture – and the values you live by?
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Could your team name the company values off the top of their head – and recognize them in daily interactions?
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If not: What 2–3 specific behaviors already define the way you work together?
Values are not a wishlist. They’re the mirror of the organization. And they shape how collaboration succeeds.
So: don’t let them just happen – shape them intentionally.
Clearly. Honestly. Realistically.
