Simon Sinek makes a simple but powerful point: values are not nouns, they are verbs. It’s not enough for an organisation to list “honesty, innovation, or teamwork” on a poster in the lunchroom. These words only matter when they shape behaviour.
Culture isn’t what you say. Culture is what you do.
Values in Action
If we say “innovation” is a value, what does that actually mean? On its own, it’s a label. But if we phrase it as “look at problems in different ways” or “test new approaches”, then it becomes an instruction we can live by.
Likewise, “honesty” sounds good in a corporate statement, but it’s abstract. Reframed as “tell the truth”, it becomes a behaviour that people can measure in themselves and others.
Why Behaviour Matters
A culture is built when people consistently show up in ways that reflect the organisation’s values. Written values provide direction, but behaviours create accountability. If you want teamwork, ask people to “include others in decision-making”. If you want respect, ask them to “listen without interrupting”.
These verbs move the conversation from ideas to habits. And over time, those habits shape culture.
Leadership’s Role
Leaders play a critical role in this shift. When leaders model behaviours — telling the truth, admitting mistakes, inviting ideas — they give permission for others to do the same. Leadership by example reinforces that culture is real, not aspirational.
The opposite is also true: when behaviours don’t match stated values, culture weakens. People notice the gap. Trust erodes. The organisation starts to drift.
Bringing It Together
Sinek’s reminder is timely. Every organisation has values on paper. Fewer have values in practice. The difference is verbs.
Culture = values + behaviours.
So the next time you revisit your organisation’s values, don’t ask “what are our values?” Ask instead: “what do we want people to do every day?”