Values - The 5th of 7 Key Foundations of Strategic Planning
By: Larry Goddard and Jennifer Goddard
When Values Actually Show Up in the Business
Most leadership teams can list their values.
Far fewer can point to where those values actually influence decisions, hiring, accountability, or customer interactions.
That’s the difference between having values—and using them strategically.
A simple test:
What decisions did we make recently because of our values?
Where have we held someone accountable for violating them?
How do our values show up in how we hire or promote?
If those are hard to answer, the issue isn’t intent. It’s execution.
Values Are Operating Standards—Not Statements
In strong organizations, values aren’t generic words like integrity or excellence.
They are clearly defined standards for how the business operates.
Strategic values are:
✔ Specific and behavioral (not abstract)
✔ Reinforced through leadership actions
✔ Built into hiring, performance, and accountability
If values don’t influence decisions, they don’t exist operationally.
A Simple Example of Operationalizing Values
One mid-sized distribution company we worked with had a stated value of “Responsiveness.”
But internally, response times were inconsistent, and customers frequently followed up multiple times.
Instead of rewriting the value, they operationalized it:
Defined a clear standard: All customer inquiries responded to within 2 hours
Built it into KPIs and dashboards
Reviewed it weekly in team meetings
Recognized top performers publicly—and addressed misses directly
Within 90 days:
Customer satisfaction improved
Internal accountability increased
Decision-making sped up because expectations were clear
The value didn’t change. The behavior did.
Where Values Break Down
Most companies don’t lack values—they lack discipline around them.
Common issues:
Values are too vague to act on
Leadership behavior is inconsistent
No consequences when values are ignored
No connection to performance or incentives
When that happens, culture becomes unpredictable—and execution slows.
Because people align to what’s reinforced, not what’s written.
Why Values Matter in Strategy
Strategy requires alignment. Alignment requires consistent behavior. Values provide the guardrails for both.
When values are operational:
Decisions get made faster
Teams trust each other more
Accountability strengthens
Execution becomes more consistent
Without that, strategy becomes dependent on personalities instead of systems.
The Bottom Line
Values are not a branding exercise.
They are a strategic lever.
The companies that win don’t just define their values—they build them into how the business runs every day.
Question to consider this week:
Which one value, if fully operationalized, would have the biggest impact on your company’s performance right now?