The Wall of Mocking Values: Why Your Best People Keep Leaving
- Harry T. Jones
- 6 days ago
- 4 min read
“Hire people who believe in your mission, vision, and values.” — Mark Zuckerberg
Patrick stares at the empty chairs in his conference room.
It’s a stark reminder of the five leadership team members who have left his company in the past year. On the wall, beautifully framed, are the company values: Integrity. Innovation. Customer First. Team Excellence.
They seem to mock him now.
“I don’t understand,” he mutters, running his hands through his graying hair. “We’re profitable. We have 167 employees. Our marketing materials showcase perfect values. Why can’t I keep good people?”
The answer lies in a growing divide that threatens the very future of his legacy. In my new book Succession Planning for Impact (The Workbook) I call it pitfall #3.
Pitfall #3: Failure to Instill Your Values in Successors and Stakeholders
Like many successful entrepreneurs, Patrick has fallen into the trap of creating aspirational values that look good on paper but don’t reflect the real DNA of his business.
The disconnect manifests daily:
While “Customer First” adorns the lobby:
Sales teams are pushed to close deals quickly rather than ensuring the best solution
Customer service reps are evaluated on call times rather than resolution quality
Long-term relationships are sacrificed for quarterly numbers
“Team Excellence” is prominently displayed, but:
Individual achievements are celebrated while collaborative efforts go unnoticed
People hoard information for personal advantage
Team morale decreases as collaborative projects suffer
“Innovation” is celebrated in presentations, but:
New ideas die unless they come from Patrick himself
Employees stop sharing ideas, knowing they won’t be considered
Young talent becomes frustrated and leaves for environments where their ideas are valued
>>> Your values aren’t what you put on the wall; they’re what you put into action every day. <<<
The Credibility Gap
These challenges create a credibility gap—a growing divide between what Patrick’s company says it values and what it actually rewards.
This gap makes succession planning particularly challenging because it:
Fractures organizational culture
Erodes trust at every level
Holds the company’s future hostage to the founder
Prevents building a foundation of authentic, shared values that future leaders can embrace and perpetuate
Pitfall #3 occurs when you are not crystal clear about which values are actually driving success.
The Hard Questions
Before you can fix the gap, you have to see it. Ask yourself:
Do the values on your wall reflect the actual behaviors and decisions you reward?
Where do you see gaps between your stated values and your lived values?
Who are your top performers—and what values are THEY demonstrating?
Are you rewarding what you say you value?
If there’s a disconnect, your best people already see it. That’s why they’re leaving.
The Path Forward: Discover, Don’t Invent
Patrick’s path forward isn’t to create new aspirational values. It’s to discover and embrace the values already fueling success through his best employees. These core values are already there—they’re the values he really wants in his company’s marketing collateral.
As the leader, only Patrick can make this shift. Here’s how:
1. Start with Your Stars Use the EOS (Entrepreneurial Operating System) framework to identify your top performers. Document the values they demonstrate daily. Look for patterns. Distill these into 3-5 core values that truly drive success.
2. Make Values Actionable Transform values from concepts into daily practices:
Hiring: Screen candidates for value alignment
Promotion: Advance those who exemplify these values
Performance Reviews: Evaluate values adherence, not just results
Recognition: Celebrate when values are demonstrated in action
3. Lead by Example Demonstrate these values consistently. Share stories that illustrate them. Address violations promptly and fairly. Create forums for open discussion about values challenges.
4. Build Accountability Systems Implement regular values assessments, peer-to-peer recognition programs, values-based decision-making frameworks, and consistent feedback loops from all stakeholders.
Your Higher Purpose Is the Cornerstone
Remember, your higher purpose is about preserving relationships, securing legacies, and ensuring your life’s work continues to make an impact for generations to come. Your values should extend from here.
When lived values align with stated values, succession planning becomes less about finding someone to fill your shoes and more about empowering others to walk their own path toward your shared vision.
Don’t let your business become part of the 70% statistic. Start aligning your lived values today.
Ready to Close the Credibility Gap?
I am so anxious for you to get started that I am giving away the discussion questions from chapter two of my book, Succession Planning for Impact Workbook TODAY. They give you the tools to bridge the divide between what you say and what you do:
✅ Discussion Questions
✅ The Pitfall #3 Checklist
✅ Step-by-step guidance on using the EOS framework to discover your company’s true DNA
Stop letting your values mock you. Start making them work for your future.
Which of your company values is the hardest to live out daily?
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