Why Your Company’s Values Aren’t What You Think They Are
Let’s be honest—we’ve all been there. Sitting through yet another corporate presentation, watching an endless stream of PowerPoint slides float by. Somewhere between the obligatory pie charts and product pitches, a slide pops up proudly declaring the company’s “core values.” Most people glance at it, nod politely, and wait for the “real” content to appear—the performance numbers, new strategies, or product updates.
But here’s a question we rarely ask in that moment:
“Where did these values actually come from?”
And more often than not, if you do ask, the answer is something like:
“They’re on our website.”
That answer alone tells you everything.
At Gugin, we’ve been working with companies around the world on cultural transformation since 2001. And one of the first things we do in any project is this simple exercise: we ask a mix of employees and managers to write down their company’s official values.
Guess what? Around 95% get them wrong.
The 5% who get them right? They were in the room when the values were created.
That says a lot.
You Can’t Define Values—You Have to Live Them
Here’s the truth most companies miss: values can’t be defined in a PowerPoint presentation.
They can’t just be announced or uploaded. They don’t come alive because someone wrote a clever sentence on a slide.
Think about your own family. Do you have a mission and values deck hanging by the fridge? Probably not. But you all know what matters. Those values were shaped over time—by stories, priorities, arguments, sacrifices, and shared experiences.
Companies are no different.
Real values are not what you say—they’re what you do.
And more importantly, they only count as values if you’re willing to give something up for them.
Take “customer satisfaction,” for instance. We hear it all the time. But if a company isn’t prepared to sacrifice short-term profits to deliver a truly customer-first experience, then it’s just a slogan. Not a value.
When Values Are Real, Everyone Knows
Every now and then, we walk into an organisation where something feels different. We feel the passion and it sometimes feel like people are willing to sacrifice their life to fulfil that passion.
Recently, we worked with a hotel group to assess their cultural DNA. From top management to front desk staff, nearly everyone could clearly articulate the company’s values.
But here’s the interesting part: none of them pointed to the company website or a slide deck.
Instead, they told stories. They gave real-life examples of how people behave, what gets celebrated, and what gets corrected. You could see their pride and conviction. That’s when you know values are real—they’re lived and felt, not memorised.
Values Save You When Times Get Tough
There’s a beautiful alignment that happens when values are more than words.
People say what they mean.
They do what they say.
And they’re recognised for doing the right things, not just the profitable things.
James L. Heskett introduced the Service-Profit Chain back in 1997. His research showed that satisfied employees lead to satisfied customers, which leads to increased profits. And yes—it works in reverse, too.
When employees feel the values are authentic and upheld, they engage more. They stay longer. And when the storm hits—as it inevitably will—they don’t jump ship. They dig in and help the company weather it.
You Don’t Declare Values—You Grow Them
Here’s the bottom line:
Your company’s values aren’t something you define in a meeting. They’re shaped by how you behave, the decisions you make, and what you prioritise every single day.
If you don’t like the values in your organisation, you can’t just rewrite them.
You need to change the behaviours that create them.
And when your values are truly aligned with your culture, you won’t need to put them on a slide.
Everyone will already know what they are—because they’re living them.
9 Reasons why you must have a strog company culture
What separates a good leader from one who truly moves people? Research — and decades of cultural intelligence practice — point to one word: charisma. And unlike talent, charisma can be learned.
In 1979, Warner Records refused to send Prince on tour. Not because of his music — they knew he was exceptional — but because he lacked charisma. He couldn't yet move an audience. Fast forward one year, and Prince had transformed himself into one of the most commanding performers in the history of popular music. He didn't wait for charisma to arrive. He worked at it, systematically, studying and adopting the techniques of the performers he admired.
That story is not just about rock and roll. It is a precise metaphor for leadership. At Gugin, we have spent over two decades helping leaders across cultures and industries make exactly this kind of transformation — not by telling them to "be more confident," but by equipping them with concrete, learnable strategies rooted in emotional intelligence, cultural intelligence, and communication science.
Why Most Charisma Advice Fails
The most common advice leaders receive about charisma is frustratingly vague: project confidence, be warm, be present. These qualities do matter. But they are nearly impossible to "just do" on command, especially under pressure, across cultures, or in unfamiliar organisational contexts.
Research by Professor John Antonakis and his colleagues at the University of Lausanne Business School has shown that charisma is not a personality trait reserved for the few — it is a set of communicative behaviours that can be identified, taught, and practised. In their studies, randomly selected middle managers who underwent structured charisma training were subsequently rated by peers and subordinates as more charismatic, more competent, and more trustworthy. The training worked.
At Gugin, we have built on this science and gone further — weaving it together with emotional intelligence (EQ) and cultural intelligence (CQ) to create a leadership development approach that is both evidence-based and globally applicable.
The Nine Charismatic Behaviours — And What They Really Require
The Antonakis research identifies nine concrete charismatic leadership tactics: using metaphors and stories, showing moral conviction, expressing shared feelings, setting high expectations, using contrast and rhetorical questions, using lists, and animating communication with body language. These are the building blocks. But building blocks need a foundation — and that foundation is emotional and cultural intelligence.
Take metaphors, for example. A metaphor is only powerful if it resonates with the audience. In Gugin's cross-cultural leadership programmes, leaders quickly discover that a metaphor drawn from American sports culture may fall flat in a team from Northern Europe, and that a story invoking individual heroism may alienate a collectivist audience in East Asia. The charismatic tactic is the same; the cultural calibration is everything.
The same applies to moral conviction. Appealing to shared values is one of the most potent charismatic tools a leader has. But whose values? Which moral frameworks? A leader operating across multiple cultural contexts must understand that concepts like fairness, loyalty, duty, and hierarchy carry profoundly different weight in different cultures. High cultural intelligence — the ability to read, respect, and adapt to cultural difference — is what allows a leader to express genuine moral conviction that actually connects rather than alienates.
Emotional Intelligence: The Inner Architecture of Charisma
Charisma without emotional grounding is performance. It can work in the short term, but it rarely sustains trust. The leaders Gugin works with are taught to understand that emotional intelligence is not a soft supplement to charismatic leadership — it is its inner architecture.
Consider the tactic of expressing shared feelings. Antonakis identifies this as key: when a leader says "I feel the same uncertainty you do, and here is how I am holding it," they build identification and trust. But this requires real self-awareness. Leaders must be able to name and regulate their own emotional states before they can credibly reflect the emotions of others. In Gugin's programmes, we invest significant time in developing exactly this capacity — helping leaders identify their emotional triggers, understand how their inner states broadcast outward, and build the emotional vocabulary needed to communicate with authenticity.
Empathy — a core dimension of emotional intelligence — also directly underpins several charismatic behaviours. Setting high expectations while simultaneously communicating belief in others (another of the Antonakis tactics) requires a leader who genuinely sees the potential in the people around them. That kind of seeing is empathic. It cannot be faked over time. When Prince produced the band The Time for Warner Brothers, he did not simply demand excellence — he made each member believe they were capable of more than they thought. That is emotionally intelligent leadership in action.
Cultural Intelligence: Charisma That Travels
One of the most important — and most overlooked — dimensions of charismatic leadership in today's world is its cultural portability. A leader who is magnetic in one cultural context may be perceived as arrogant, shallow, or inappropriate in another. This is not a flaw in those audiences. It is a signal that charisma, like all communication, is culturally embedded.
Gugin's work in over 60 countries has shown us that the nine charismatic tactics are universal in their structure but must be culturally adapted in their expression. Rhetorical questions, for instance, invite participation and create anticipation — but their delivery must match the power-distance norms of the audience. In high-hierarchy cultures, a rhetorical question from a senior leader may silence a room rather than energise it. In low-hierarchy cultures, it may spark exactly the engagement intended. Cultural intelligence tells the leader which dynamic they are working in, and how to adjust.
Similarly, the use of storytelling — one of the most powerful charismatic tools — varies enormously across cultures in terms of what stories are appropriate, how direct or indirect they should be, and what kinds of protagonists resonate. Gugin teaches leaders to build a culturally diverse repertoire of stories and to develop the sensitivity to know which story belongs in which room.
How Gugin Trains Charismatic Leaders
Gugin's leadership development programmes integrate the science of charismatic communication with structured development in emotional and cultural intelligence. The process is iterative and experiential, not theoretical.
Leaders begin by gaining honest self-awareness: understanding how they are currently perceived, what emotional signals they project under pressure, and how their default communication style reads across cultures. This foundation phase often surfaces important blind spots — the technically brilliant executive who speaks too abstractly to inspire, the empathetic manager whose conflict-avoidance reads as a lack of conviction.
From there, leaders move into skill-building: practising charismatic communication tactics in safe, structured environments with real feedback. They learn to craft metaphors that carry cultural resonance, to tell personal stories that build connection without oversharing, to use contrast and rhetorical structure to sharpen their message. They receive coaching on non-verbal communication — the body language, vocal variety, and presence that Antonakis identifies as essential to bringing charisma alive.
Finally, leaders apply these skills in live contexts, with coaching support, and receive 360-degree feedback that tracks their progress. This mirrors the approach Antonakis found to be effective — group training combined with individual coaching — and embeds it within the broader cultural and emotional intelligence framework that makes the development durable and globally relevant.
Charisma as a Leadership Responsibility
There is a deeper point worth making. Charisma is not about making yourself more impressive. At its best, it is about making others feel seen, energised, and capable of more than they believed. It is about communicating in a way that bridges difference, builds shared purpose, and creates the conditions for people to do their best work.
In a world where leaders must navigate unprecedented complexity — technological disruption, geopolitical volatility, multi-generational and multicultural workforces — the ability to communicate with clarity, conviction, and emotional resonance is not optional. It is a strategic capability.
Prince didn't work on his charisma because he wanted to be famous. He worked on it because he knew, instinctively, that the music mattered — and that without the ability to connect, the music would never reach the people it was meant for.
The same is true of leadership. The work matters. Charisma is what carries it across.
About Gugin | Gugin is a global advisory firm specialising in cultural and emotional intelligence. We help organisations build the leadership capability to thrive in a complex, multicultural world. Learn more at www.gugin.com
