Building a Business on Core Values

1

Executive Summary

why values drive performance

A belief is a feeling of certainty — and beliefs decide how people act. They form from two sources: a person's internal interpretation and the external reference points, experiences and associations they're exposed to. Internal interpretation is hard to change directly, so leaders shape belief by supplying the right external inputs. When those reference points are aligned with the company's goals and values, employees come to believe in the goal and work toward it. The build sequence is a four-step framework: define core values, craft a compelling story, enlist champions to spread it, and set dated milestones — producing a culture that customers feel.

Central idea

Right reference points → right beliefs

Give people the correct interpretations, experiences and associations and a strong, performance-driving belief forms. Wrong inputs build limiting beliefs.

Beliefs predict performance.
Repeat the values until remembered.
Detach from sources of wrong inputs.

2

Visual Knowledge Map

values to customer belief

Core values→ Reference points, experience, association→ Organisational belief→ Behaviour & performance→ Culture→ Customer's positive belief

Source A · internal

Internal interpretation

How a person privately reads something. Hard to change directly.

Source B · external

Reference point · experience · association

What others, evidence and the organisation say. The lever leaders can pull.

→

Forms

Belief

Certainty, permanence, assurance. A “massive belief” when all reference points agree.

→

Drives

How people perform

Aligned to goals → people work the goal. Limiting beliefs cap the result.

3

Core Concepts

key definitions

Definition

Belief

A feeling of certainty, permanence, assurance and rigidity that shapes action.

Concept

Internal interpretation

A person's own private reading — not easily changed from outside.

Concept

External inputs

Reference points, others' experience, and the organisation's stance.

Concept

Massive belief

When every reference point agrees — e.g. “Monday follows Sunday.”

Concept

Permanence

A rigid, fixed belief — powerful, and dangerous when it blocks judgement.

Concept

Limiting belief

A wrong/negative belief (often hidden in common sayings) that caps performance.

Concept

Detachment

Deliberately moving away from sources of wrong interpretation and reference points.

Concept

Champions

Trusted culture-carriers who spread the values and story across the organisation.

4

Frameworks & Models

belief model, execution, values menu

Model 1

Belief formation

Internal interpretation+ External reference points→ Belief

Lever: you can't easily change internal interpretation, so supply the right external reference points, experiences and associations — aligned with your goal statement — and the belief follows. As a table needs pillars, a new belief needs strong supporting pillars.

Model 2

Example core-value set

Customer centricity

The customer comes first.

Internal collaboration

Employees work together.

Ownership

Act as an owner; take full responsibility.

Tip: keep the set small, and repeat it to employees often so it is always remembered.

Model 3 · the menu

Candidate core values to choose from

DependabilityReliabilityLoyaltyCommitmentBeing openInvolving the customerConsistencyEfficiencyCompassionCollaborationFocus on impactOutperformFast moverInnovationEntrepreneurial spiritPositivityKeep it simpleService to others

Some organisations join several of these into a short phrase or statement.

Model 4 · in practice

Core values of well-known companies

General Electric

Passion for the customer
Every person & idea counts
Learning & sharing ideas
Commitment to results

Adidas

Performance
Passion
Integrity
Diversity

Coca-Cola

Leadership
Collaboration
Integrity
Accountability
Passion · Diversity · Quality

Microsoft

Innovation
Diversity & inclusion
Social responsibility
Trustworthiness

Amazon

Customer obsession
Ownership
Invent & simplify
Think big · Deliver results

PepsiCo

Sustained growth
Empower people
Responsibility & trust

Nike

Performance
Authenticity
Innovation
Stability

Unilever

Integrity
Responsibility
Respect
Pioneering

P&G

Integrity
Leadership
Ownership
Passion for winning · Trust

Meta (Facebook)

Be bold
Focus on impact
Move fast
Be open · Build social value

5

Process Flow — the execution framework

four steps

1

Define core values

Identify and build your values; repeat them often so they stick.

→

2

Craft the story

Write a compelling story carrying the beliefs; share it with every department to bind people emotionally.

→

3

Enlist champions

Identify trusted people; train them as positive agents to spread the story → culture.

→

4

Set milestones

Write dated milestones & actions; plan meetings, channels and training to reach them.

6

Relationship Diagram

how culture forms & reaches the customer

Values→ Compelling story→ Champions spread it→ Organisational culture→ Customer experiences it→ Customer's positive belief

Asymmetry to manage: a negative story spreads on its own, but a positive story needs people, team and partners to carry it. That is why champions matter — and why milestones keep the effort on track.

7

Dependencies & Interactions

what depends on what

Beliefs depend on the reference points & interpretation people receive.

Belief in the goal depends on aligning reference points with the goal statement.

Employee recall depends on repeating the values again and again.

Culture depends on champions spreading the story consistently.

Milestone delivery depends on scheduled communication & training (mentoring, coaching).

Healthy beliefs depend on detaching from sources of wrong inputs.

8

Key Takeaways

remember these

Beliefs decide behaviour — and values shape beliefs.
Shape belief via external inputs; internal interpretation resists direct change.
Align reference points to your goals so people believe the goal.
Watch for permanence & limiting beliefs that block performance.

Pick a small set of core values and repeat them relentlessly.
Wrap them in a compelling story shared with every department.
Use champions — positive stories need carriers.
Drive with dated milestones, comms and training.

9

Revision Sheet

layered recall

60 seccore idea

Values → beliefs → behaviour → culture → customer perception.
Belief = internal interpretation + external reference points.
Build it: values → story → champions → milestones.

5 minthe detail

Belief model: shape the external inputs (reference points, experience, association) aligned to your goal; supply strong pillars.
Permanence & limiting beliefs: rigid or negative beliefs cap performance — challenge them and detach from their sources.
Values: choose a small set (e.g. customer centricity, collaboration, ownership) and repeat constantly.
Execution: compelling story to every department; trained champions to spread it; dated milestones with comms and coaching.

10

Quick Reference Table

step → action → output

The execution framework at a glance
#	Step	What to do	Output
1	Core values	Identify & build a small set; repeat them often	Shared beliefs take root
2	Compelling story	Write the belief-carrying story; share with every department	Employees emotionally bound
3	Champions	Identify & train trusted positive agents	Culture spreads; customers feel it
4	Milestones	Dated milestones & actions; meetings, channels, training	Beliefs converted into results

11

Frequently Asked Questions

common doubts

What is an organisational belief?

A shared feeling of certainty about how things are and how they're done. It forms from a person's internal interpretation plus the external reference points, experiences and associations they receive.

If I can't change interpretation, how do I change belief?

Supply the right external inputs. Give people consistent reference points, experiences and associations aligned with your goals, and the belief gradually shifts.

How many core values should we have?

Keep the set small and memorable — for example customer centricity, collaboration and ownership — and repeat them often so everyone remembers them.

Why does the story matter so much?

A compelling story carries the beliefs and binds people emotionally across departments. It aligns performers around a shared identity and surfaces those who don't fit.

Who are champions and why are they needed?

Trusted culture-carriers who spread the values and story. Negative stories spread by themselves, but a positive story needs people, teams and partners to carry it.

How do we keep it from fizzling out?

Attach dated milestones and actions, plan the meetings and channels to communicate them, and have leaders mentor and coach teams toward them.

12

Memory Hooks

make it stick

Values → beliefs → culture

The chain

And culture is what the customer finally feels.

Change inputs, not minds

Belief lever

Shape external reference points; interpretation follows.

A table needs pillars

New beliefs

Strong supporting reference points hold a belief up.

Stories need carriers

Champions

Positives need people to spread; negatives spread alone.

13

Practical Applications

putting it to work

Define

Choose 3–5 values

Select a small, memorable set from the values menu and, if useful, join them into one short statement.

Reinforce

Repeat relentlessly

Surface the values in onboarding, meetings and decisions so they become the team's reference points.

Narrate

Write the story

Craft a compelling origin-and-mission story that carries the beliefs, and share it with every department.

Mobilise

Train champions

Pick trusted people, equip them as positive agents, and let them carry the culture to peers and customers.

Execute

Set dated milestones

Define what is achieved by when, the actions, the meeting cadence, the channels, and the coaching to get there.

Protect

Detach from bad inputs

Move away from sources of wrong interpretation and limiting beliefs that would corrode the culture.