A look inside the workbook
What it is and what it is for
Defining values means choosing principles that guide decisions and work. Start by listening to actual experiences, separating practices to keep from desired changes and testing what each value requires in a difficult decision. It is a leadership choice informed by the team, distinct from measuring culture or satisfaction.
Who uses it and when
Leaders own the choices and model them. HR facilitates listening, workshops and adoption. Include varied roles and experiences so one group’s perspective does not stand for the whole culture.
Suggestion: review adoption quarterly and revisit values when strategy changes materially. Do not change words just because a year has passed.
How to use the template
- 1.Gather specific episodes: a decision people are proud of, a recurring tension, or behaviour that helps or harms work. Remove identifying details.
- 2.Group evidence and start with 3–5 values as a practical suggestion. Describe meaning, what we do and what we avoid for each.
- 3.Test dilemmas where the value has a cost or requires a choice. If a word can justify any decision, make it more specific.
- 4.Embed values in real routines. Assign owners, dates and evidence of use; review leadership behaviour before demanding it from others.
Data access and limitations
Do not use cultural fit to demand sameness or exclude legitimate differences. Listening notes may identify people. Agree access and handling. This is not a psychometric test.
Common questions
How can I tell whether a value is useful?
It helps choose between plausible alternatives and can be described through observable behaviours. “Excellence” without examples or criteria is difficult to apply.
Can a survey define values?
It can inform discussion of current practices and tensions. Leaders still need to choose what to keep and change and own the consequences.
References and use
These are practical People by Design resources. Suggested cadences and quantities are starting points, not universal standards. References consulted on 16 October 2026:
Adapt the workbook for internal use in your organisation. Preserve the source attribution. Avoid unnecessary personal data.
From template to implementation
If your challenge needs shared criteria, manager alignment and use in everyday routines, explore our work in this area.
Explore the related service