Guest blog: Turning organisational values into behaviours - the key to culture transformation
Carly Cannings
The Happy Business School
Most organisations have invested significant time (and often money) into developing a set of values – those shiny words that adorn meeting room walls, feature prominently on the your website and pop up in every leadership presentation and onboarding pack. But how many organisations can truly say that those values guide the everyday actions of their people?
All too often these values remain just that: words on a wall. The real magic happens when values turn into behaviours – when they’re more than abstract concepts but lived out daily by everyone from the CEO to the newest recruit.
So how can you turn your organisation’s values into tangible, everyday behaviours that drive a thriving workplace culture? Here’s the secret sauce:
Define Behaviours in Clear, Practical Terms
To transform values into behaviours, the first step is to make them specific. What does “fearlessly creative” look like in practice? How does “simplicity” show up in day-to-day actions? The trick is to break down values into clear, observable behaviours that anyone can understand and replicate.
For example, if one of your core values is “we take time to listen,” think about what behaviours demonstrate that value. Does it mean always listening without interrupting in meetings? Does it mean giving your customer time to explain their problem?
2. Model Behaviours from the Top
When it comes to workplace culture, leaders set the tone. If the leadership team isn’t modelling the behaviours tied to your organisation’s values, no one else will either. Culture starts from the top, so leaders need to be more than ambassadors – they need to live and breathe the values daily. This means being intentional about aligning actions with values, not just when it’s convenient and especially when it’s challenging.
If your values include “innovation,” how often are senior leaders encouraging experimentation or taking calculated risks? If your value is “transparency,” are leaders truly open about decisions, even the tough ones? Employees mirror the actions of leadership, so if you want to see the values truly brought to life start at the top.
3. Recognise and Reward Behaviour Aligned with Values
Want to encourage certain behaviours? Then recognise and reward them. It’s human nature to repeat actions that are noticed and appreciated. By creating a culture of recognition around value-driven behaviours, you’ll reinforce their importance.
Shout out examples of employees living the organisation’s values. Whether it it’s in team meetings, internal newsletters or through a formal recognition programme, make sure everyone knows when people have turned values into real-life action. Link promotions and rewards to these behaviours as well. If living the values is crucial to your organisation, it should play a part in performance evaluations and career progression.
4. Embed Behaviours into Daily Processes
To ensure behaviours that are linked to values stick, embed them into the DNA of your organisation – from hiring to performance management. Think of your values as a golden thread running through every part of your organisation.
When interviewing candidates, ask specific questions about how they would demonstrate certain values in different situations. During performance reviews, assess whether employees are not just hitting targets but doing so in a way that aligns with the organisation’s values.
By integrating behaviours into everyday processes, you ensure that they’re not an afterthought but a core part of how your organisation operates.
5. Be Consistent and Hold People Accountable
Consistency is key when turning values into behaviours. If the organisation lets things slide when it’s inconvenient or when certain individuals are involved, the values become meaningless. Create a culture where everyone is held accountable – no matter their position. This can feel uncomfortable at times, but it’s the only way to ensure your values are more than just words.
Holding people accountable doesn’t have to be harsh. It’s about making sure there are gentle, constructive reminders when someone falls short and providing coaching or support to help them realign.
In Conclusion
Turning organisational values into behaviours is not a one-off exercise – it’s an ongoing process. It requires clear communication, consistent leadership and a culture that celebrates and reinforces those behaviours every day. When values are lived out in the actions of your people, that’s when you truly have a thriving culture – one that doesn’t just talk about its values but lives them.
