Brand building is not limited to logos and advertising campaigns. The strongest organizations are those that truly live their values—not just externally in marketing but internally in their culture, decisions, and actions. If our values exist only on paper in a strategy document, both employees and customers will quickly see through them.
When we talk about “living the brand,” it means that our values are not just nice words but real principles that guide how we work and make decisions. Values must be an integral part of the culture; otherwise, they risk becoming empty slogans.
When Values Become Empty Buzzwords
Too many organizations boast values like “integrity,” “innovation,” or “sustainability” without these words actually being reflected in their actions. Values become hollow when they exist only in strategy documents and marketing but do not influence how we actually work.
We see this clearly in companies that market themselves as environmentally conscious but continue with unethical supply chains or excessive plastic use. Or leaders who speak warmly about transparency and trust but simultaneously withhold important information from employees. When values are not upheld, the organization not only loses credibility but also risks weakening employee engagement and customer loyalty.
Signs that our values are just words:
- They are used only in marketing and strategy—but rarely in daily decisions.
- Employees are unaware of them or feel they are meaningless in practice.
- Leadership acts contrary to the values but expects employees to follow them.
- Customers and partners experience a gap between messaging and reality.
The rule is simple: If we cannot show how our values impact daily life in the organization, they are not real values—they are just words. For values to have value, they must be lived.
Values That Matter
The first step is ensuring that the values we define are truly relevant and authentic. Too many organizations choose generic values without giving them substance. Values must be real, measurable, and specific enough to influence decision-making and behavior.
Good values have three characteristics:
- They are genuine – They reflect the organization’s identity and strengths, not just wishful thinking.
- They are action-oriented – They can be translated into – and recognized in – concrete actions and decisions.
- They are unique – They give the organization an identity that sets it apart from competitors.
Conduct a workshop where leadership and employees together discuss which values actually guide how you work today—and which should be prioritized in the future. Ask questions like: What do we stand for? How does this look in practice? What choices do we make based on these values?
Embedding Values in Corporate Culture
Once values are defined, they must be incorporated into daily operations—from strategy to operational decisions. This is about more than posters on office walls—our values must be visible in recruitment, onboarding, leadership, reward systems, and even in how we handle employee departures.
How to embed values in the culture:
- Hire people who share and understand the values.
Ask for value-related examples in interviews. - Leaders must lead by example.
If we value transparency, we must practice transparency—even when it is uncomfortable. - Performance evaluations and incentives must reflect our values.
If we value collaboration, it should be rewarded as much as individual achievements.
Identify three specific areas in the organization where values can be better integrated—such as onboarding programs, leadership development, or customer service. Create an action plan to ensure that values permeate these areas.
“Living the Brand”
“Living the brand” is about making the brand a natural part of the organization’s DNA. This is where the real magic happens—when customers, employees, and partners do not just hear about the brand but actually experience it.
Three key principles for authentic brand building:
- The customer experience must reflect our values
If we say we put the customer first, this must be evident in how we interact with them—from the first interaction to after-sales service. If we claim to value quality, our products and services must deliver on that promise—every single time. - Internal and external messaging must be in sync
Internal communication must align with external marketing. If we launch a sustainability campaign but do not have sustainable internal practices, we create distrust. - Storytelling is more powerful than slogans
Authentic stories from employees, customers, and partners have a far greater impact than abstract values. How have our values helped a customer? How have they influenced an employee’s development?
Gather three to five real stories from employees or customers that demonstrate how our values are lived in practice. Use these stories in internal communication, marketing, and leadership presentations.
Values Are Strategy, Not Decoration
Values are not something we write down to satisfy investors or HR. They are the foundation of the organization’s culture, decisions, and overall brand experience. When we truly live our values, we create an authentic and credible brand that employees, customers, and partners want to be a part of.
To succeed, we must:
- Define values that are genuine and action-oriented
- Integrate values into our culture through recruitment, leadership, and incentives
- Ensure that the external brand aligns with internal reality
A brand is not what we say. It is who we are.
TL;DR: Values Must Be Lived, Not Just Listed
- Define genuine and action-oriented values
Avoid generic buzzwords, and ensure that values actually guide decisions. - Build values into the culture
Hire, lead, and reward based on values. - Authentic brand building
Ensure that the customer experience and internal practices reflect our values.
