Most orgs' values are wall art. Weave threads yours through everything that shapes behaviour — what you build, how you run, and how you treat people — so they actually run the org.
Three quick parts: where values sit, why most fail, and what one fully woven looks like. Open any — or skip straight to building.
Two forces set your direction — vision (where you're going) and strategy (how you'll win). Values are the convictions that govern how you decide in service of it. Culture is the result — what people do when no one's looking. Values sit at the pivot: downstream of direction, upstream of behaviour.
Where you're going and why it matters.
The convictions that govern how you decide — the part Weave helps you thread through everything.
The result — what people actually do when no one is looking.
Tie-breakers for when two good options conflict and there's no data left to settle it. Not a vibe — a decision rule. "When speed and polish collide, we ship and learn" is a value. "Excellence" is a mood.
They let people make the call you'd make without asking. Done right, they scale judgement and speed up decisions. Done wrong, they're a trust tax — everyone sees the gap between the poster and the behaviour.
Invented at an offsite as agreeable nouns that cost nothing and live nowhere but a wall. Nobody ever got fired for violating "Integrity." A value that can't be broken isn't a value — it's a platitude.
The orgs whose values actually change decisions all do the same thing: each one rules something specific out. That's the cost — and the clarity.
Values as publicly stated by each company. We checked these are current — but companies evolve, so verify against the source before quoting.
One value through all four steps — what Weave actually hands you. Not a poster: a value wired into how the org runs.
You describe a behaviour →
"We shipped a rough beta in 8 days and improved it in public."
Weave names the value underneath:
Scored and rewritten until it settles an argument:
Kept in the final set, with a default for the one moment it clashes:
Built into the tools you run on so it enforces itself:
That's the case. Ready to weave your own?
Values don't come from nowhere — they come from what you build, how big you are, how you work, where you want to be, and how you behave on your best days. Give Weave this context and every value you shape gets more specific to you. All optional, but the more you share, the sharper the output.
Forget "what do we believe?" The real question: what do people actually do here at their best — or what do you want them to? Answer what you can; new or established, it works either way.
AI-assisted
Go wide here — don't self-edit. You'll surface more than you need on purpose, then cut to a tight 4–6 in the Prioritise step.
Each value is scored against three tests. Low scores mean a dead value pretending to be alive — rewrite until it can settle a real argument.
AI-assisted
A real value makes you say no to something attractive. If it never forces a sacrifice, it's decoration.
Could it settle a real argument at 5pm on a Friday? "Disagree and commit" can; "Teamwork" can't.
"Team, not family" works because firms sincerely choose family. If no one would pick the opposite, you've said nothing.
The hardest part of values work, and the part most tools skip. First cut to a real set (4–6 — fewer than you think). Then settle the tensions: when two of your values pull in opposite directions, which one wins?
Keep the ones that are genuinely true and load-bearing. A tight set of 4–6 beats a wall of 10 nobody remembers. Untick to drop.
These values complement each other most of the time. But in the rare moment two genuinely pull apart, which do you lead with? Setting that default now is what a team can lean on at 5pm on a Friday — it doesn't rank one value above another, it just settles the hard moment in advance.
This is where most value exercises stop and where the real work starts. A poster value lives nowhere. A real one shows up in what you build, how you run, and how you treat people. For each value, here's where to thread it — the basics and what's newly possible.