To name a value is to identify something you believe is important. That value is a noun, which, on its own, is inert and ineffectual. To convert that value into a verb is to declare a behavior.
And behavior is observable, measurable, reproducible, and inspiring. More importantly, behavior affects the world around you. It makes an abstract value into a real practice.
Leadership is an iterative action, something you do. It is not enough to say your organization values Integrity or Excellence. Clear communication — and scalable inspiration — requires that we define what those values look like in action:
“Because we believe integrity matters, we choose to do the next right thing.”
“Because we believe excellence matters, we strive to make things better.”
Notice what happens in the second half of each sentence: the noun names the belief, but the verb calls people to action. Values that stay as nouns hang on walls. Values that become verbs show up in hallways.
Recently, I visited a local blood draw clinic. The professional who greeted us demonstrated respect, integrity, and excellence in her work. She communicated clearly. She executed the blood draw with precision. She ensured every prescription detail was handled accurately. Before we even walked into the building, I was grateful the clinic existed so close to our home. After the experience, I checked their website. Their values were written this way:
“We drive innovation and discovery by empowering our university family to bring forth new ideas and to ensure quality.
We respect people by treating all with grace and dignity.
We serve our community by living our mission.
We value integrity by being open and honest to build trust and teamwork.
We embrace diversity and inclusion to state that all are welcome here.”
Do you see it? The noun followed by the verb. The call to action.
I’m not naïve enough to believe website language alone produces practitioner behavior. But I can say this: when values are written as behaviors, alignment becomes visible. And when alignment is visible, trust grows.
So let me ask you:
Can you identify the behaviors attached to your organization’s values?
If someone observed your team for a week, would they be able to name the values simply by watching what people do?
If not, you don’t necessarily have a values problem.
You have noun/verb disagreement.
And that is leadership work.
Send me an email at [email protected] if you’re interested in turning static values into dynamic behaviors.
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