Conveying values in a company is not a “soft skill.”
It’s a matter of survival.

Many companies believe they’ve already solved it because they put four words on the wall: integrity, commitment, respect, excellence. Bla, bla, bla.
The result? Values that mean nothing. A culture that dissolves. Teams adrift.

Values are not corporate décor.
They are a contract of identity.
They are an operating system.
And if everyone interprets them their own way, what you get is not diversity: it’s chaos.

A leader who doesn’t define them with surgical precision is handing their company over to entropy.
A leader who doesn’t repeat them tirelessly is allowing every middle manager to distort them.
A leader who doesn’t confront deviations is accepting mediocrity as corporate culture.

Harsh? Yes.
Exaggerated? No.

Values are not “inspired.”
They are embodied.
They are protected.
They are enforced when needed.

Because here’s the uncomfortable truth:

When values are negotiated, they die.
When values are diluted, culture breaks.
And when culture breaks… the company is already dead. It just doesn’t know it yet.