Brené Brown on Operationalizing Values: ’10 Percent of Organizations Get It Right,’ She Says

In a recent LinkedIn post, Brené Brown explores the critical gap between espousing organizational values and actually living them. The renowned researcher and author highlights a stark reality: while many companies talk about their values, few effectively translate these ideals into tangible behaviors and accountability systems.

Brown begins by addressing the skepticism many feel when values are discussed, suggesting it stems from a widespread failure to practice what is preached. She points out the frustration this can cause, not just for individuals but within organizations themselves.

“One reason we roll our eyes when people start talking about values is that everyone talks a big values game but very few people actually practice one.”

This disconnect, according to Brown, is particularly evident in how organizations implement their stated values. She reveals a startling statistic based on her experience:

The Ten Percent Reality

Brené Brown emphasizes that a vast majority of companies fail to move beyond abstract ideals when it comes to their values. She states:

“In our experience, only about 10 percent of organizations have operationalized their values into teachable and observable behaviors that are used to train their employees and hold people accountable.”

This low figure underscores a significant challenge for businesses aiming to foster a value-driven culture. Brown argues that simply proclaiming values is insufficient and can even be detrimental if not backed by consistent action and reinforcement.

Translating Ideals into Action

The core of Brown’s message is the necessity of operationalizing values. She asserts that without this crucial step, stated values risk becoming meaningless platitudes.

The Peril of Untranslated Values

According to Brené Brown, the process of turning values into practice involves more than just stating them. It requires deliberate effort to:

• Translate values from abstract ideals into concrete, observable behaviors.
• Teach employees the specific skills needed to act in alignment with these values.
• Create a culture where individuals hold each other accountable for consistently demonstrating these values.

Brown warns about the consequences of neglecting these steps:

“If you’re not going to take the time to translate values from ideals to behaviors—if you’re not going to teach people the skills they need to show up in a way that’s aligned with those values and then create a culture in which you hold one another accountable for staying aligned with the values—it’s better not to profess any values at all.”

In her view, failing to operationalize values renders them ineffective, potentially leading to cynicism and a perception of hypocrisy within the workplace. She concludes that such hollow pronouncements are ultimately counterproductive.

The Cost of Inaction

Brené Brown’s analysis suggests that organizations that do not invest in teaching and reinforcing their values through observable behaviors are missing a critical opportunity to build a strong, ethical culture. As she starkly puts it, unfulfilled value statements become “a joke. A cat poster. Total BS.” This provocative statement underscores her belief that authenticity and consistent practice are paramount for any organizational values to hold genuine meaning and impact.

Her insights, shared via LinkedIn, serve as a powerful call to action for leaders to move beyond rhetoric and embed their values into the daily operations and accountability structures of their organizations.