In my Tony Robbins podcast interview on transforming a company culture, I shared

that setting the company's core values is one of the most important identity initiatives
a CEO can lead when launching a company.

In my one-on-one strategy work with numerous CEOs, our first order of business is to
always revisit the core values, mission, and vision. These three identity elements
define what a company believes, stands for & values more than profits, where the
company is going, and why the company exists.

Without clarity around these three elements, the company will struggle, it will remain
in a consistent reactive state, and its employees will lack clarity on its purpose and
direction.

Setting them, however, is only half of the equation. Where so many companies fail in
this initiative are in the rollout, and in the consistent reinforcement of the values every
day.

Once we set or reset the values, mission, and vision, we create a plan to roll them out
through an interactive custom training session, and we identify how to integrate them
into the company's operations.

Here are 9 specific ways CEOs and their leadership teams can integrate core values
into the everyday fabric of their businesses.

1. Live and lead by example. Leaders are always being watched. Setting core
values, and then failing to abide by them, is worse than not establishing core
values at all.

A solid core values system is especially important in difficult times. It's rather
easy to adhere to established desired behaviors when things are going well.
When a company hits a bump in the road however, is when it's most important
to stand by what you believe at your core.

2. Teach the values through orientation/training. It's unrealistic to simply send

out an email or a document listing core values, or engrave them on coasters,
 and think that everyone will adapt them. Formal training communicates that the
values matter.

One of my advisors was COO of a $1.2 billion company. He was instrumental

in growing it from $4 million to a billion. He personally led a 4-hour training
program on core values for all new employees, prioritizing the training ahead
of HR training.

The training conveys the company's commitment, and also dedicates the time
needed to explain how the values originated and what their significance is to
the company.

3. Reinforce the values in all communication, including all-hands meetings,

newsletters, etc. For many of my client organizations, we have revamped the
all-hands meetings formats, and we've launched internal newsletters. Every
employee touchpoint should reinforce the values.
4. Recognize and reward values-centric behaviors. There are many ways to
recognize and reward values-centric behaviors, including spot-bonuses, peer-
voting opportunities that give employees the opportunity to nominate co-
workers for successfully living the values, and written recognition in
newsletters or on the website.
5. Incorporate the values into your sales process. As I've worked with clients to
revamp their proposal process and documents, we've integrated the core values
into the proposal messaging. This goes beyond simply listing the values in an
opening paragraph. The language highlights how the core values shape the
customer experience.
6. Incorporate the values into your hiring process. Selecting candidates that
culturally align with your organization is just as important as finding candidates
that match your required experience level and skill set.

In addition to re-writing the position descriptions used to attract candidates, my

 role in interviewing & vetting and candidates for my client's organizations
focuses solely on the cultural fit. I run candidates through a rigorous
questioning process to identify who can truly move their companies to the next
level and will likely be around for the long term.

7. Incorporate the values into your performance review process. Once you've
hired employees that align with your core values, and you've trained them on
how they can live the values, you are ready to integrate the core values into the
performance review process. The performance review process is where you
inspect what you expect.
8. Terminate people who violate the core values. Firing employees is
always one of the worst aspects of business ownership . However, when an
employee consistently engages in behavior that contradicts the desired and
required behaviors of an organization, this impacts their personal performance
as well as the performance of the company.

Every employee represents the brand. Every employee is accountable to the

values, mission, and vision of the organization as they represent the company.

9. Ensure alignment between internal and external messaging. Finally,

companies must ensure alignment between internal and external messaging.
How are employees communicating the brand and company attributes? Does
the company messaging in marketing materials, on the website, in Linked In
profiles, etc. accurately reflect the internal messages around the values?

Values lose their credibility when leadership talks the talk but doesn't walk the walk,
and when they lose sight of what the values mean to both the employee and customer
experience. Leaders can avoid this outcome by remaining committed and intentional
to building a values-centric culture

 Do you think that the decisions we make on a daily basis align with our values?
  Do you believe that the company is run in a manner that promotes the behaviors we
identified as important?
 Do you think that people are being promoted and fired in accordance with our values?

https://chiefexecutivestory.com/2017/12/04/the-five-cs/

https://b2b.kununu.com/blog/how-to-develop-and-define-your-company-core-values-expert-advice