Why Employees Follow Behaviour, Not Values

A new article in a three-part series from Camille Rabier (21 Century) argues that stated organisational values only influence behaviour when they are consistently reinforced in practice. It says the common assumption—that once values are defined, communicated and displayed, employees will automatically follow them—is “usually wrong.” Instead, employees treat leadership signals as the real guide: what gets rewarded, tolerated, ignored, challenged or excused. The piece describes “sensemaking” as staff interpreting patterns of signals and asking what truly matters and what is safe. When stated values diverge from observed actions, interpretation drift can occur, creating multiple local cultures and fragmentation through informal norms and shadow cultures.