Every organization has a set of stated values. Integrity, respect, accountability, innovation, these words often appear on websites and in employee handbooks. Families, too, carry values that shape decisions, relationships, and expectations. The question is not whether values exist, but whether they align. For professionals, that alignment can be the difference between feeling fulfilled at work or constantly questioning whether they are in the right place.
Leading With Values
Values are more than slogans or posters in the break room. They guide how decisions are made, how people are treated, and what behaviors are rewarded. In many ways, values define the lived culture of an organization. When employees find that their personal values match the organizational culture, they are more likely to feel engaged, motivated, and loyal. When those values conflict, the opposite often happens: disengagement, frustration, and eventual turnover.
Why Alignment Matters
One of the most reliable measures of cultural health is the say/do ratio. When leaders or organizations say one thing but do another, trust begins to erode. If the ratio is anything less than 100 percent, employees notice. A company that claims to value respect but tolerates dismissive behavior will quickly lose credibility.
Respect, in particular, often reveals itself in everyday actions. For instance, responsiveness matters. When colleagues consistently fail to reply to emails or texts in a timely manner, the implicit message is that their time is more valuable than yours. These seemingly small behaviors speak volumes about whether stated values are actually being lived out.
Red Flags of Misalignment
Employees often sense misalignment before leadership does. Some common warning signs include:
- Unspoken Frustration: Employees stay quiet in meetings, but morale is low.
- Disengagement: People do their jobs but stop going above and beyond.
- High Turnover: Exit interviews consistently mention cultural issues.
- Mixed Messages: What leadership says and what leadership rewards do not match.
Each of these is a symptom of a poor say/do ratio—values in words but not in action.
How Leaders Can Bridge the Gap
Closing the gap between personal and organizational values requires intentional action:
- Define Values Clearly: Avoid vague or generic statements. Instead, articulate values in ways that guide real behavior. For example, instead of “teamwork,” explain what teamwork looks like day to day.
- Hire for Culture Add, Not Just Culture Fit: Look for candidates who share core values but also bring perspectives that strengthen the organization.
- Model the Values: Leaders must consistently demonstrate the values in their decisions and interactions – walk the talk. Employees notice when leaders embody or contradict stated principles.
- Create Feedback Loops: Employee surveys, focus groups, and exit interviews are essential tools for understanding whether stated values align with the lived experience.
- Reward Aligned Behavior: Recognition and promotions should reinforce the values the organization claims to hold.
The Payoff of Leading With Values
When organizations lead with values, employees do not just stay longer; they contribute more fully. Trust grows, teams collaborate more effectively, and culture becomes a competitive advantage in attracting and retaining talent; continually strengthening the employers value proposition and brand
For professionals evaluating their next career step, values alignment is equally critical. The right role is not just about compensation or title. It is about working in an environment where your personal values are mirrored and respected.
Final Thought
Every career decision is, in some way, a values decision. For leaders, aligning organizational behavior with stated values is essential to building credibility and trust. For individuals, seeking alignment between personal and professional values is the key to both career satisfaction and long-term success.