Company values for CEOs who mean what they write on the wall.
Company values that are real have behavioral definitions and pass the trade-off test. Developing them on a whiteboard — where the CEO can debate what they actually mean and test them against real situations — produces values that the company can actually live by. BoardSnap captures the process.
Why ceos love this workflow
Most company values are aspirational decoration. The values that actually shape behavior are the ones with specific behavioral definitions and the ones that cost something — values that make a decision harder, not just a decision more comfortable. Those values get developed in hard whiteboard sessions, not in branding exercises.
BoardSnap reads the company values whiteboard, the behavioral definitions for each value, the trade-off tests that make each value real, and the 'anti-value' contrasts that clarify what the value doesn't mean and produces a structured values document. The values on the wall match the values in the room.
The exact flow
- Write the candidate values
Start with a long list — ten to fifteen candidates. Don't filter yet. Get everything on the board.
- Write the behavioral definition for each
For each candidate value, write one specific behavior that demonstrates the value. 'Courage means saying the unpopular thing in the room, not just agreeing and complaining later.'
- Apply the trade-off test
For each value, describe a situation where holding it costs something. Values that never cost anything are platitudes, not values.
- Narrow to the real list
After behavioral definitions and trade-off tests, which values survive? The real list is usually four to six. Write them clearly.
- Snap the values board
Open BoardSnap and capture. The full values development — candidates, definitions, trade-off tests, final list — is documented.
What you'll get out of it
- Values have behavioral definitions — not just labels
- Trade-off tests make clear which values are real and which are aspirational
- The values development process is documented — helps when onboarding senior hires
- The final values list is short enough to be real
- Values evolution history shows how the company's culture commitments developed
Frequently asked
How many company values should a company have?
Four to six is the workable range. More than six and people can't remember them — which means they don't guide behavior. Fewer than four and you might be missing something essential. The values that survive the trade-off test and behavioral definition exercise are the right number.
Should the full company be involved in defining values?
Directionally yes, but the CEO must own the final list. Broad input creates buy-in; CEO ownership creates accountability. Run broad workshops to gather input, then use the whiteboard to refine and test on the leadership team before finalizing.
How does the BoardSnap output help communicate values to the team?
The behavioral definitions captured in the BoardSnap output are more useful for employees than the labels alone. 'Bias for action means we ship before we're ready and fix in public' is more actionable than 'Bias for action.'
Can I use the values whiteboard output in hiring?
Yes. The behavioral definitions make values-based interview questions specific. 'Tell me about a time you held [value] even when it cost you something' is the right interview question — and the trade-off test definition tells you what a good answer looks like.
CEOs: try this on your next company values.
Three taps. Action items in your hand before the room clears.