Values: Universal or Uncomfortable?

In many organisations, values are presented as a list of noble words like: respect, integrity, team player. They sound good, but they rarely guide behaviour. One reason is that they’re too general. No one objects to integrity or respect — they’re socially desirable, and therefore meaningless as a distinctive compass.

What makes values powerful?

Real, distinctive values make a choice visible. They give direction because they create tension: they express what you consider more important than something else that’s also valuable.

An organization that chooses honesty over harmony risks discomfort. One that values autonomy over security will foster entrepreneurship but must also accept risk. Such values create friction — and that’s precisely their strength. They make behaviour predictable in the moments that matter most: when situations are morally grey and rules offer no guidance.

Where tension gives direction

Netflix is built on values that deliberately create friction. One of them — People over Process — explicitly prioritises freedom over security and control. That choice brings tension, and that’s fine. Employees are given far-reaching autonomy in how they work and decide, but are held accountable for ownership and results.

The trade-off is clear. By putting freedom at the centre, Netflix lets go of the comfort of fixed rules and processes. That doesn’t suit everyone. Some find the performance pressure high or the expectations vague. Yet this very tension defines the culture. Those who thrive in the balance between freedom and responsibility flourish. Those who don’t, leave — and are even encouraged to do so.

Universal values aren’t necessarily useless

Does this mean you should take universal values like integrity off the wall? Not necessarily. It does mean that if you choose such a value, you must be crystal clear about why it matters specifically to your organization.

That could stem from the past — because the organization once fell short in this area and learned the consequences the hard way. Or from a structural need that makes this value particularly relevant in your context.

In that case, it’s crucial to define not only why the value matters, but how it should show up in behaviour. What does integrity look like here, in practice? When do we show it — and when not? Only then does an otherwise generic value gain real weight and direction.

Values as strategic choices

Values don’t define what’s right or wrong in absolute terms; they define what matters more to you than something else that might also be good. In that sense, values are not only moral — they’re strategic. They give meaning to choices and show what sets you apart from other organizations that may be equally successful but differently oriented.

In the end

Defining real values takes courage. They can create tension, make employees leave, or even alienate customers. But when that happens — and the organization collectively feels a sense of relief — you know the values are real.

They’ve revealed what you truly stand for.