What happens after the Values Workshop: Sustaining momentum
Values workshops excite teams and leaders alike. But the real work begins when everyone returns to their day-to-day roles. Sustaining momentum after a values workshop means embedding new norms into everyday behaviour.
Too often, values become a one-off event rather than an ongoing way of working. That gap happens when you treat values like a campaign instead of a system of behaviours.
Here are practical steps to help you embed new norms after a values workshop and keep the energy alive.
1. Translate values into observable behaviours
Values like integrity, respect or collaboration only matter when they’re lived.
Define 2-3 clear, observable behaviours per value (e.g., “starts meetings by asking for input”, “calls out unfairness when seen”).
Use real examples from your team’s context.
Refer to the research: the latest evidence review from CIPD highlights the importance of focusing on observable behaviours rather than abstract values alone. CIPD
When behaviours are clear, they become measurable and talkable.
2. Make the conversation ongoing and visible
Embedding new norms means keeping values alive in everyday moments.
Start team meetings with a quick reflection: “Which value did we see this week?”
Recognise and highlight behaviours aligned with values in real time.
According to a survey by Investors in People (2025), young talent particularly notices when values are consistently reinforced, not just talked about.
Regular visibility shifts values from poster to practice.
3. Integrate values into systems and processes
Values don’t stick if they’re not embedded in the structures of the organisation.
Incorporate them into performance reviews, feedback templates, onboarding and recruitment.
Check that policies don’t contradict your stated values.
Research emphasises that alignment between values, mission and culture is essential for transformation.
When people see the system reflect the values, it builds credibility.
4. Equip and support leaders to model the change
Leaders set the tone for culture. If they don’t consistently model the values, momentum fades.
Set up peer reflection, coaching or leadership groups where leaders examine how they live the values.
Encourage leaders to ask for feedback on where they may be inconsistent.
A recent review on organisational change found that leadership behaviour and change-resistance are closely linked - tackling one helps embed the other.
When leaders act visibly and vulnerably, it gives permission to the rest of the team to do the same.
5. Measure, reflect and iterate
Values-driven culture isn’t static. You need feedback loops and checkpoints.
Use pulse surveys or check-ins: “When did you see the value in action?” “Where did we slip?”
Share findings openly so the team sees progress and acknowledges gaps.
The CIPD review suggests focusing on climate (how people experience behaviour) rather than simply culture (the abstract ideal).
Use what you learn to refine behaviours, leadership support and systems.
Final thought
The workshop is a strong start, but embedding new norms lasts only when values become visible in decisions, behaviours and conversations. Sustaining momentum means continuous action, feedback and alignment.
Values don’t live in powerpoint slides. They live in the choices people make each day.
References:
CIPD. (2023). Organisational culture and climate: An evidence review. Chartered Institute of Personnel and Development.
Carreno, A. M. (2024, November). Purpose-driven transformation: Aligning organizational culture with values and mission. ResearchGate.
Investors in People. (2025, February). Embedding organisational values to attract Gen Z talent. Investors in People.
Hubbart, J. A. (2023). Organizational change: The challenge of change aversion. Administrative Sciences, 13(7), 165.
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