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Values help leaders make highly strategic decisions. They're not a throwaway line in an onboarding document. Just look at these examples of values in action: 

·        **Johnson & Johnson** showed their commitment to consumer safety during the 1982 Tylenol product-tampering crisis when they immediately pulled all Tylenol products from shelves and put customer welfare first above profits.

·        **Patagonia** exemplified their environmental values when they sued the U.S. government in 2017 to protect Bears Ears National Monument, with CEO Rose Marcario stating they would use "every legal remedy available" to defend public lands.

·        **Southwest Airlines** exemplified their values of putting employees first during the 2001 9/11 crisis when they were the only major airline to avoid layoffs, instead asking employees to take voluntary unpaid leave while leadership took pay cuts.

Brené Brown says in “Dare to Lead”: "Living into our values means that we do more than profess our values, we practice them. We walk our talk - we are clear about what we believe and hold important, and we take care that our intentions, words, decisions, and behaviours align with those beliefs."

Values should be seen as the compass that guides every decision, interaction, and strategic direction in leadership. In this article we’ll discuss the value of values and how to pin down what values are yours.

Examples of values in action

Being clear about your values is essential for creating a long-lasting, resilient vision of where you want to get to in the future. 

Your values might include: _fun, teamwork, independence, innovation, equality, family, truth, sincerity, balance, warmth, competence, consistency, discipline, persistence,_ or _respect._ There are endless values to choose from, but only some will sing to you as your foundational values.

The journey of values discovery requires honest self-reflection and introspection. Executive coach Kylee Stone says a [foundation of leadership](https://thegrowthfaculty.com/articles/foundations-of-leadership) is built by asking yourself these questions:

·        **What are you grateful for?** What do you truly value in your life and work? You might be grateful for a great work culture that's _honest, fun and hardworking, inclusive, open, positive, motivated, collaborative, growth-oriented, supportive, safe, and innovative._

·        **What are you proud of?** Your pride often reflects your values in action. You might be proud of your _passion and energy, flexibility, assertiveness, enthusiasm, keeping your word, integrity, ability to be humble, patient, and friendly, positivity, mentoring abilities, and your commitment to lifting others up through encouraging words._

·        **What values do you expect to see at work?** This helps identify your professional value system. These might include _empathy, a clear purpose, respect, professionalism, inclusivity, learning, kindness, commitment, clear communication, honesty, transparency, and trustworthiness._

Discovering your core values

Values serve as your internal GPS system, helping you navigate complex decisions and challenging situations with consistency and authenticity. 

As we saw in the real examples at the top of this article, values act as a filter for decision-making. When faced with difficult choices, values-driven leaders can ask themselves: "Does this align with who I am and what I stand for?" 

This simple question can cut through complexity and lead to decisions that maintain integrity and build long-term trust.

Why values matter in leadership

Living by your values means more than simply knowing what they are; it requires consistent action that demonstrates these beliefs in every aspect of your leadership. 

This means [leading with trust](https://thegrowthfaculty.com/articles/7-coaching-tools-to-lead-with-trust), making decisions that reflect your values, even when it's difficult or costly. It means having conversations that might be uncomfortable but necessary to maintain integrity.  

Leading within your values creates authenticity that people can sense and trust. When your team sees consistency between your stated beliefs and your actions, they develop confidence in your leadership and are more likely to follow your direction willingly.

Living and leading by your values

When leaders act in ways that contradict their stated values, the consequences can be devastating. It erodes trust, creates cynicism, and damages credibility that can take years to rebuild. Team members begin to question not just specific decisions, but the leader's overall integrity and reliability.

Acting outside your values also creates internal conflict and stress for leaders themselves. This misalignment between beliefs and actions can lead to decision fatigue, decreased job satisfaction, and eventual [burnout](https://thegrowthfaculty.com/articles/howtohelpburnoutatwork). 

Given that [half of all workers are stressed](https://thegrowthfaculty.com/articles/half-of-workers-stressed-shows-gallup-survey), this is an important consideration for them as well. 

The cognitive dissonance of knowing what's right but acting differently is exhausting and unsustainable.

The consequences of acting outside your values

Values-based leadership is best demonstrated through example. In the same way that [your leadership style affects those around you](https://thegrowthfaculty.com/articles/leadersbringweatherpositiveleadership), your team watches how you handle pressure, make tough decisions, treat others, and respond to challenges. These moments of truth reveal your true values more clearly than any mission statement ever could.

Leading by example means being willing to hold yourself to the same standards you expect from others. It means admitting mistakes when you fall short of your values and taking corrective action. 

It means celebrating and recognising behaviors in others that reflect shared values.

Leading by example through values

While individual values are important, shared values create the foundation for a [high performance culture](https://thegrowthfaculty.com/articles/how-culture-shapes-high-performing-teams). When team members align around common values, they create a shared language and framework for decision-making that extends beyond individual preferences.

Shared values don't mean everyone must be identical, but rather that there's agreement on fundamental principles that guide how the team operates. These might include respect for diverse perspectives, commitment to excellence, integrity in all dealings, or dedication to [building a learning culture](https://thegrowthfaculty.com/articles/create-a-learning-culture-at-work).

The impact of shared values on culture is profound. They create belonging, establish behavioral norms, guide conflict resolution, and provide criteria for recognising and celebrating success. 

Teams with strong shared values often experience higher engagement, better collaboration, and improved performance.

Building shared values and cultural impact

While technical skills can be taught, values alignment is much more difficult to develop. Progressive leaders understand that hiring for values fit, while ensuring basic competency requirements are met, often leads to better long-term outcomes than hiring purely for technical excellence.

When someone shares your core values, they're more likely to make decisions you would make in your absence, represent the organization well in challenging situations, and contribute positively to team culture. Technical skills can be developed through training and experience, but fundamental value misalignment creates ongoing friction and performance issues.

This doesn't mean technical competence isn't important, but rather that it should be balanced with values assessment. The ideal candidate possesses both the technical foundation to do the job and the values alignment to thrive within your culture.

Hiring for values over technical competencies

Despite careful hiring practices, leaders sometimes find themselves managing team members whose values don't align with the company's. This situation requires careful, thoughtful handling that balances respect for the individual with responsibility to the team.

The first step is honest conversation. Sometimes apparent values conflicts are actually misunderstandings or different expressions of similar underlying beliefs. Clear [communication](https://thegrowthfaculty.com/articles/communication-principles-for-leaders) about expectations and the reasoning behind them can sometimes bridge gaps.

However, when fundamental values misalignment persists, difficult decisions may be necessary. Allowing someone whose values conflict with the team's to remain can undermine the culture you've worked to build and send mixed messages about what's truly important.

Managing values misalignment

Values-based leadership isn't a destination but a continuous journey of growth, reflection, and alignment. It requires regular self-assessment, feedback from others, and willingness to evolve as you learn and grow.

The most effective leaders regularly revisit their values, ensuring they remain relevant and authentic to who they are becoming, not just who they were. They seek feedback on how well their actions align with their stated values and make adjustments when gaps appear.

Living and leading by your values isn't always the easiest path, but it's the most sustainable one. It creates the kind of leadership that inspires trust, builds lasting relationships, and achieves results that matter. In a world where authentic leadership is increasingly rare and valuable, values-based leaders stand out as beacons of integrity and purpose.

The continuous journey of values-based leadership

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How to discover your values

Why values are key to earning trust

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Stay Inspired

How to discover your values

Why values are key to earning trust

Keep informedStay Inspired

Keep informed
Stay Inspired