Embed Guiding Principles Deeply—Don’t Just Write Them on a Poster

Many organizations proudly display a list of values—perhaps on a break room poster or company website—yet struggle to see these values truly shape the day-to-day. What makes the difference between values that gather dust and those that transform behaviors? The answer lies in weaving principles into every operational process, so that they guide not just what is said, but what is done.

Consider how a customer-centric principle changes the launch of a new product: before a team even begins to design features, they rigorously debate customer needs and write down expected experiences. Or, in a mid-level performance review, a manager’s feedback doesn’t just focus on numbers, but on how that person demonstrated 'raising the bar'—or failed to. Actions, not slogans, become the test of commitment.

There are many micro-moments: a marketing manager, prepping a campaign, reads aloud the value of 'frugality' and challenges everyone to find five ways to deliver better results with less expense. Or during interviews, hiring teams probe for behaviors that show the candidate will pursue long-term improvements, not short-term wins. Mediocre alignment starts to stand out immediately—when someone suggests a shortcut that breaks with a long-term value, silence falls until someone raises a reminder.

Behavioral science underscores that habits form best with active, repeated cues in real contexts, not vague intentions. To embed principles deeply, organizations must create routines where each value is visible, required, and reviewed. It’s harder at first—but the system begins working even when no one is watching.

First, write down the core principles that matter most to you or your team—don’t settle for vague values, make sure they’re truly actionable. Next, for each principle, ask yourself how it should show up in daily work: does it mean double-checking your responses to customers, or always including long-term impact in every proposal? Then, adapt your core processes—maybe job interviews or project reviews—so referencing these principles becomes non-negotiable, not just optional. Challenge your group to call these out when standards slip, and reinforce them by celebrating those who set real-life examples. By tying values to everyday behaviors, you’ll create an environment where principles are lived, not laminated.