Core Values Aren’t Wall Art

Why They Should Decide Who Stays, Who Goes & Who Grows

Most companies say they have core values.

They print them on the wall.

Drop them on the About page.

Maybe even bring them up at the holiday party.

But if those values don’t show up in the way you hire, train, promote, or let people go? Then let’s be honest: they’re just decoration.

If you’ve ever felt like your business culture is “off” or that you’re constantly dealing with the wrong people in the wrong roles, this might be why.

It’s not a motivation problem.

It’s not a people problem.

It’s a values enforcement problem.

Everyone Talks About Core Values.

But Most Don’t Actually Use Them

Let’s clear this up: Core values aren’t what you wish your team lived by. They’re not meant to sound inspirational or make your website look polished.

Core values should be:

• Real behaviors already showing up in your best people
• The filter for every major people decision
• A system, not a slogan

If they’re not doing those things, they’re not core. They’re just nice to have.

And nice-to-have values don’t build culture.

They create confusion.

Your Best People Already Live the Values You Need

Here’s a mindset shift that changed everything for me:

Core values aren’t aspirational. They’re operational.

Instead of dreaming up a list of words that sound good- look around. Who are your top performers? What do they do consistently?

• Are they dependable no matter what?
• Do they solve problems without drama?
• Do they own their mistakes?
• Do they treat the customer like gold?

Those are your values. Name them, define them, and write them in plain language-  not corporate speak.

Because if your team can’t understand the value, they definitely can’t live it.

If Values Don’t Show Up in How You Hire, Fire & Promote,
They’re Useless

Here’s where things get real.

It’s easy to talk about values during slow season or in a staff meeting. But when the phones are ringing off the hook and you need a new tech yesterday, do your values still lead the process?

They should.

You can’t just hire for skills.

You have to hire for alignment.

Skills can be taught.

Values can’t.

So whether you’re bringing someone on or letting someone go, values should be the main thing driving that decision.

Not “well, he’s been here a long time.”

Not “she’s good with customers.”

Not “we’re shorthanded and can’t afford to lose them.”

If someone doesn’t live the values, they’re already costing you- probably more than you probably realize.

How to Use Core Values as a People Filter

Here’s how this works in practice:

Hiring:

• Ask interview questions that surface the values
  
• Look for behavior, not buzzwords
  
• Example: If one of your values is “Do the right thing,” ask, “Tell me about a time you had to make a tough call when no one was watching.”

Onboarding:

• Teach new hires what your values look like in real life
  
• Show them examples from your current team
  
• Make it clear: These values aren’t optional- they’re how we win here

Training & Employee Reviews:

• Don’t just track job performance. Track values alignment
• Use simple scorecards or check-ins that rate people on both
  
• Example: “Own It” could mean showing up early, solving problems without blaming, and fixing mistakes fast

Promotions & Let-Gos:

• Promotions should be earned through living the values
  
• If someone’s underperforming on values, that’s a bigger issue than numbers
  
• And yes, that might mean letting someone go—even if they’re good at their job
  
• You don’t “coach harder” when someone’s not aligned. You make the hard call.

That’s when your values stop being posters, and start becoming your operating system.

Outcomes Matter, Too. But Only When They're Anchored in Values

Let’s not get it twisted: Values alone aren’t enough. You still need results.

But if you only focus on outcomes without checking if they were achieved the right way, you’ll create a culture that cuts corners, burns out, or worse: breaks trust with customers.

That’s why I recommend building scorecards that track both:

• Outcomes: What does success look like in the role? Be specific.
• Behaviors: What values should they demonstrate to get there?

This gives you a super clear picture:

Are they hitting their numbers and living the culture?

Or are they great on paper, but toxic in the company?

Real Culture Isn’t Hype. It’s a System That Runs Without You

Culture isn’t how things feel when you’re in the room.

It’s how things run when you’re not.

When your values are baked into every part of your business, people start making decisions on their own-  and making the right ones.

• Your CSR knows when to offer a refund without needing a manager.
  
• Your tech picks up trash in the driveway because it’s just “what we do.”
  
• Your manager handles a tough conversation with fairness and clarity- because that’s how you treat people here.

That’s when you know your culture is alive.

Because it’s running the business even when you’re not.

A Quick Story: Two New Hires, One Core Value Misalignment

Let me paint a picture.

I had a client that hired two new techs last year.

Both skilled. Both with experience. Both trained the same way.

One of them lived their values right out of the gate. Always honest. Always learning. Always helping others.

The other? Skilled, yes- but constantly blamed the office, pushed back on policies, and created tension in the field.

Six months in, the first one was training others.

The second one was gone.

And guess what?

No one was surprised.

Your team knows who lives the values.

And they’re watching what you do about it.

How to Start Making Core Values Real

If this all feels like a lot, don’t overthink it. Just start here:

1. Spot your top people

Look at the folks who are crushing it- not just in performance, but in how they carry themselves.

2. Name the values

What do they consistently do that makes them stand out?

3. Define the behaviors

Write each value in a way that a brand-new hire could understand.

4. Build simple scorecards

Track both performance and values in one place.

5. Enforce them

Use them to guide decisions... especially the hard ones.

Values Should Be Your Secret Weapon, Not a Buzzword

When you start treating your values as a real business tool, everything starts to click:

• You hire people who “get it” faster
  
• You promote the right folks- and lose the wrong ones
  
• You protect the culture you’ve worked hard to build
  
• You stop feeling like you’re babysitting grown adults

And that’s when things start to scale without all the stress.

Because now, your people aren’t just clocking in.

They’re carrying the mission.

Struggling to Get the Right People in the Right Seats? Let’s Talk.

If you’re reading this thinking, “Man, this is exactly what we’ve been dealing with…” you’re not alone. And you don’t have to figure it out by yourself.

Sometimes it just takes a fresh set of eyes- and even only 25 minutes- to start untangling the mess.

If you’re serious about building a culture that actually works, let’s have a quick conversation.

We’ll talk through what’s working, what’s not, and how to start making your values more than just words on a wall.

Let’s Wrap It Up: Quick Takeaways

• Core values aren’t decorations. They’re decision-making tools.
• You don’t “wish” values into your culture. You enforce them.
• Hire, train, and promote through the lens of your values.
• Track both behavior and outcomes. They’re equally important.
• Protect your culture. It won’t protect itself.

Question for You:

What’s one team member who’s a perfect example of your core values in action? What exactly do they do that proves it?

Let’s start there.