Why Your Values Fail & Actionable Behaviors Win

Alright, let’s talk straight. Walk into almost any corporate lobby or browse a company’s “About Us” page, and you’ll likely find them:

The beautifully designed Core Values. “Integrity.” “Teamwork.” “Innovation.” “Customer-Centricity.” Sometimes even fun ones like “Eat Tacos”. They look great, sound noble, and often mean… precisely nothing when the pressure’s on.  

Sound familiar? Have you ever seen “Teamwork” proudly displayed while Sales and Operations function like warring nations? Or heard “Innovation” preached while anyone suggesting real change gets the corporate side-eye?  

This isn’t just hypocritical; it’s bad for business. When stated values are disconnected from the actual behaviors tolerated and rewarded day-to-day, they breed cynicism faster than free donuts disappear from the breakroom. They create confusion about what really matters, allowing mediocrity and counter-productive actions to hide behind nice-sounding words. Remember Enron? They literally had “Integrity” etched in marble while cooking the books. Their values were just wallpaper, providing zero guidance when tough ethical decisions needed to be made.  

The Problem: Values Aren’t Actions

The core issue? Most corporate values are vague aspirations, not operational standards.

• They’re Unclear: What does “Integrity” actually look like in a difficult negotiation? What specific action defines “Teamwork” when facing a tight deadline?
• They’re Unmeasurable: How do you objectively assess if someone is being “Innovative” or “Customer-Centric” in their daily work? Without clear benchmarks, it’s just opinion.
• They’re Unactionable: They don’t help employees make real-time decisions or prioritize tasks. Does “Integrity” mean calling out a flawed process even if it slows things down? The poster doesn’t say.

In the high-stakes world of aviation, we don’t rely on vague intentions. We rely on non-negotiable procedures and ingrained behaviors. Crew Resource Management (CRM) isn’t about feeling like a team; it’s about specific actions: clear communication, cross-checking, speaking up regardless of rank, owning mistakes instantly. These are observable, trainable, and measurable standards critical for mission success.  

The Solution: Define Actionable Core Behaviors

If you want standards that drive performance, ditch the platitudes and define your Core Behaviors. These are the 3-5 critical, non-negotiable actions and ways of operating essential for executing your mission within your specific business “airframe”.  

To be effective, each Core Behavior must be:

1. Clear: Simple, unambiguous, easily understood by everyone. What does it mean in practice?
2. Actionable: Describes observable actions or ways of operating. Can you do it? Can you see it?
3. Measurable: Can you objectively determine if someone is demonstrating it consistently through evidence (outcomes, feedback, observation)?

From Fuzzy Value to Actionable Behavior:

• Instead of “Teamwork,” define “Build & Maintain Trust.”
  • Actionable: Doing what you say you’ll do (high say/do ratio), communicating proactively and respectfully, admitting errors quickly, creating space for safe debate.  
• Instead of “Results-Oriented,” define “Deliver Results.”
  • Actionable: Setting measurable goals aligned with objectives, prioritizing based on impact, tracking progress rigorously, proactively addressing obstacles, consistently meeting deadlines and quality standards.  
• Instead of “Proactive,” define “Accountable Ownership.”
  • Actionable: Identifying problems/opportunities in your area, taking initiative without waiting to be told, following through completely, acting on behalf of the whole company.  

Making Behaviors Stick

Defining these behaviors is just the start. The real work is embedding them:

• Leadership Walks the Talk: It starts at the top. Leaders must model the behaviors consistently.
• Hire for Behavior: Use Behavioral Interviewing (BBI) to screen for candidates who demonstrate these behaviors through past actions.
• Manage to Behavior: Integrate behaviors into performance reviews with specific examples and observable evidence. Provide regular feedback.
• Recognize Behavior: Actively catch people demonstrating the behaviors and acknowledge it publicly and privately.
  
  

The Payoff: A Performance Engine

Shifting from vague values to actionable Core Behaviors isn’t just semantics. It transforms your culture. It provides clarity, fosters accountability, reduces conflict, speeds up execution, and builds a foundation for consistent high performance. It turns your well-intentioned list on the wall into a powerful engine driving your mission forward.  

Stop letting your values be punchlines. Define the actions that matter. Demand them. Reinforce them. Build a crew that doesn’t just talk the talk but executes with precision—because that’s what it takes to truly soar.  Check out my Built to Soar Book for more insights!