This article was written by Paul Haury of Heart Based Learning
https://www.linkedin.com/in/paul-haury/

Does this sound familiar? A year ago, you started your insurance company, and grit got you this far. But now, with eight employees, it feels like you have eight different companies heading in different directions. You’ll bring two people back in line, while three drift out. Functionally, you have eight separate companies.

The issue isn’t that your people can’t focus. They focus well, just in separate directions. What’s missing is the cultural glue—your company’s strategic story that fosters belonging. You either start with this glue and move fast together, or you slow down trying to patch things. Your company lacks its strategic story anchored in belonging.

Now what? A fractional head of people could help, especially if your revenue can’t support a full-time hire to manage people operations.

The Importance of Core Values

In the early stages of an insurance startup, internal conflicts arise, often due to unclear core values. Competing values lead to poor decision-making and conflict, preventing strategic execution. The root cause is a lack of core values that anchor the company and create belonging.

Here’s a five-step approach to align your company strategically as one high-performing tribe:

1. Identify Individual Core Values

Start by assessing the values you and your core team live by. Personal values drive behavior, and aligning them with your company’s core values is crucial. Use tools like the VIA Character Strengths to identify each person’s core values. Though individual values may differ, they can create early connections within the team.

Remember, it’s not a democracy—you’re the founder, so ensure your core values are in play. Keep them steadfast, regardless of circumstances. Conflict in the workplace often stems from conflicting values, not processes.

2. Narrow Down Core Company Values

A common cause of conflict is too many competing values. In an insurance startup, narrowing core values simplifies decision-making and reduces friction. Your leadership team should identify no more than four core values to guide all company actions.

These values must be non-negotiable and serve as guiding principles for hiring, firing, and strategic planning. Use real scenarios where one value may outweigh another to define and solidify these values. By living these values, your team ensures that every decision, whether client-facing or internal, reflects them.

Here’s an example of a core value:

Value Each Other:

• Validate each other’s place in the tribe

• Visualize what your teammate needs to succeed

• Verify you have each other’s back

In conflict, this value invites individuals back to the core purpose by asking, “Can you visualize how your work contributes to your teammate’s success?”

3. Convert Values into Actionable Verbs

Values can feel abstract if not translated into everyday behaviors. Convert core values into verbs or actionable statements that reflect your company’s strategic narrative. Actionable values give clear guidance on how to live those values daily. These statements aren’t slogans; they offer reminders of expected behaviors.

For example, instead of vague values like “integrity” (which is basic table stakes), make them tangible actions that team members can execute in their roles.

4. Engage Your Core Team in Value Alignment

Once your values are established and turned into actions, involve your core team in refining them. Through conversational practices, ensure they feel ownership of the values, increasing their commitment to living them out. This process fosters belonging, where each member feels part of something bigger.

In some cases, you may find a team member’s values conflict with the company’s. In that situation, it’s better to help them find a new role elsewhere.

Your core team will act as evangelists, promoting and reinforcing the values throughout the company, fostering deeper belonging. When employees align their personal values with the company’s, they move toward each other during conflict rather than away.

Conflict is not the opposite of collaboration. It’s a natural part of collaboration. Belonging through core values allows us to be in a state of unite & fight, rather than fight/flight.

5. Develop Systems to Measure and Sustain Value Alignment

Core values must be actively upheld. Create systems to measure and sustain value implementation. This can involve regular check-ins, performance evaluations tied to values, or feedback loops that allow employees to voice concerns.

For example, if teamwork is a core value, implement a peer-review system where employees assess each other’s collaboration. These systems ensure that everyone agrees to live by the values, providing a framework for realignment when necessary.

Conclusion: Building Belonging Through Shared Values

In a rapidly growing insurance startup, belonging is built through shared values. Without clear and actionable values, your team fragments, causing conflict and misalignment. However, by identifying and living by 3-4 core values, you create a cohesive environment where everyone knows what is expected of them.

Realigning your company through these five steps will reduce friction and establish a stronger foundation for growth. When every team member is committed to the same core values, they can resolve conflicts effectively and contribute to long-term success.