Ask someone in business to list their core values, and there’s a strong possibility that ‘hard work’ will appear. It’s one of the most common responses in leadership masterclasses. But is it truly a value, or is it something else entirely?
This is where leaders need to ask themselves some difficult questions. Values are the principles we actively choose to guide our decisions, but beliefs are something different. Beliefs are often absorbed unconsciously, shaped by the influence of others – parents, teachers, early bosses – before we ever have the chance to scrutinise them.
If a belief serves us well, it can support progress. But if it limits us, it can quietly dictate the terms of our leadership in ways we never intended.
‘Hard work’ is a classic example. Where does it come from? For many, it can be traced back to a figure of authority in childhood. A parent who valued industry over idleness. A teacher who praised diligence above creativity. A culture that equated long hours with moral worth. Over time, the expectation to work hard lodges itself so deeply that it starts to feel like a personal value.
But is it? Or is it simply the echo of someone else’s?
This matters, because values shape culture. Leaders who operate from beliefs mistaken for values risk reinforcing unexamined assumptions within their organisations. ‘Hard work’ sounds commendable – but if it shows up as burnout or an inability to delegate, it may not be the guiding principle a leader wants to champion.
So how can you tell if something is a true value or a belief shaped by someone else’s values? Here are three questions to ask:
-
Would I still hold this if I had been raised in a different environment? If your value system would be unchanged, it’s more likely to be intrinsic. If not, it’s worth questioning its origins.
-
Does this belief create freedom or limitation? A true value expands possibilities, enabling better choices. A belief, if left unexamined, can act as a constraint.
-
Am I living this by choice or obligation? Values feel like a calling. Beliefs often feel like rules.
The work of an authentic leader is not to inherit assumptions but to define the principles that matter and to use them to build cultures where people and organisations thrive. That starts with knowing which values are yours and which ones were handed to you. The question is, which will you choose?