Living Values instead of proclaiming them: This is how Culture becomes tangible

Aurelia Hack
Sep 17
3 min read

Reading time: approx. 6–8 minutes

Have you ever experienced this?

You walk into a new company, see the large posters displaying words like Respect, Innovation, Responsibility – and after a week, you wonder: "So… where are these values actually visible in day-to-day work?"

This isn’t uncommon. Studies show that while the majority of employees are aware of their company’s values, only a small fraction actually experience them in practice. And here lies the decisive lever:

Values that are actively lived are the strongest driver of mental health, engagement, and performance.

Why lived values protect mental health

A large-scale Rochus Mummert study shows:

Only 17% of employees feel that leaders actually embody the company values.
In high-growth companies, this figure rises to 71%.

This demonstrates that values only have an impact when they are visible. They create orientation, purpose, and trust – all factors proven to reduce the risk of psychological strain.

In this context, psychological capital (PsyCap) (Luthans et al.) plays a key role. It consists of four personal resources present in every individual:

Hope – believing in a positive future
Optimism – expecting good outcomes
Resilience – the ability to bounce back from setbacks
Self-efficacy – trusting your ability to overcome challenges

Current research highlights PsyCap as a critical factor for employee performance and adaptability.

Studies show: Teams with high psychological capital report higher well-being, lower stress, and greater performance.

In short: values based on psychological capital are not just a poster topic – they are psychological shields.

Common value pitfalls – and how to avoid them

Many organizations fail not because of poor values, but because of gaps in practice:

Values are announced but not lived.
Leaders communicate them but behave inconsistently.
Employees do not feel invited to actively shape the values themselves.

This gap leads to cynicism, loss of trust, and ultimately, mental exhaustion.The solution: Values must be tangible – in language, decisions, and priorities.

Tools & Impulses: Making values visible

Tool 1: Value Check-in (5 minutes per meeting)

Start meetings with the question:"Which of our values will I consciously live today – and how?"

This moves values from abstract ideas to concrete actions.

Tool 2: Leadership Journal (15 minutes weekly)

As a leader, reflect weekly:

When did I actively demonstrate one of our values this week?
How did my team perceive it?
Where might I have acted contrary to our values – and how do I communicate that openly?

Open self-reflection fosters conscious integration and living the values.

Tool 3: Peer Recognition Wall (ongoing)

Set up a digital board or physical wall where employees share examples of lived values.

Example:"Thank you, Maria, for demonstrating our value of Responsibility yesterday by taking on the project when it became critical."

This strengthens appreciation, cohesion, and a sense of belonging.

The three levels of living values

Level 1 – Communication

Regularly address values in Townhalls, newsletters, or team meetings.
Use storytelling to make values tangible and relatable.

Level 2 – Role Modeling

Leaders are the most influential culture drivers.
Authenticity matters: it is more effective to openly admit mistakes than to maintain a flawless facade.

Level 3 – Reinforcement

Make positive examples visible (e.g., peer recognition).
Implement reward systems that encourage value-based behavior.

Conclusion: Values that are not only spoken but actively lived significantly enhance motivation, performance, and mental health.

If you want your organizational culture to be more than just a statement on a wall, let’s create actionable impulses together.

In my keynotes, I show leaders and teams how to make values tangible – establishing a foundation for mental health and peak performance.

Get in Touch

💭 Reflection questions to take away

When was the last time you observed a colleague living a company value in practice?
How would your team describe you: as someone who preaches values or lives them?
What small rituals could make values more tangible for your team?