How to Improve Your Team Culture

Improving Your Team Culture with Shared Values and a Code of Conduct

Every great workplace shares one powerful characteristic: a culture that runs deeper than policies or perks. Behind high-performing teams, strong leadership, and customer loyalty lies something fundamental to defining and improving team culture — a clearly articulated Personal Code of Conduct and a set of Shared Values or Philosophy.

These guiding principles shape how people show up every day. They clarify expectations, create accountability, and foster a sense of belonging and purpose. When defined well, they become the living heartbeat of a business.

If you’re a business owner, team leader, or entrepreneur, investing time into writing your own Code of Conduct, Your Philosophy and Shared Values isn’t just a personal exercise — it’s one of the best ways to build an aligned, resilient, and ethical team culture.

Let’s explore how it’s done.

Why Create a Code of Conduct?

A Code of Conduct is your internal compass. It defines how you choose to behave, how you interact with others, and what you stand for — even when no one’s watching.

When leaders model strong conduct:

• They build trust.
• They inspire others to do the same.
• They shape the culture from the top down.

Brad Sugars, the founder of ActionCOACH, created a powerful model to guide this thinking: the 14 Points of Culture. It’s a values-based code that you can adapt or personalise to define your own behaviour in business.

Brad Sugars’ 14 Points of Culture – A Blueprint for Behaviour

See Below for the detailed set of Brad Sugar’s Action International Points of Culture

Here’s a breakdown of Action International’s Brad Sugars culture principles and how they translate into real workplace actions:

1. Commitment – Go all-in. Back yourself, your team, and your business 100%.
2. Ownership – Take full responsibility. No blame, no excuses.
3. Integrity – Do what you say you’ll do. Be honest, transparent, and consistent.
4. Excellence – Don’t settle. Strive for continuous improvement.
5. Communication – Speak with respect, clarity, and purpose. Avoid gossip and negativity.
6. Success – Focus your energy on meaningful goals. Define success clearly.
7. Education – Be a learner and a teacher. Share knowledge that makes a difference.
8. Teamwork – Help others win. Celebrate collective achievement over individual glory.
9. Balance – Honour all areas of life: work, family, health, and self.
10. Fun – Enjoy the journey. Create joy in the everyday.
11. Systems – Trust the system. Improve processes before blaming people.
12. Consistency – Be reliable. Build a reputation for dependability.
13. Gratitude – Say thank you often. Acknowledge the efforts of others.
14. Abundance – Believe there’s enough for everyone. Be generous with ideas, praise, and opportunities.

Together, these values create a leadership standard that’s both aspirational and actionable. Whether you’re leading a team or building a solo venture, modelling these principles consistently builds a culture people want to be part of.

Shared Values: How Teams Align Around What Matters

While a Personal Code of Conduct defines individual behaviour, Shared Values create a collective identity. They represent what a company believes in, how it operates, and how its people treat each other.

Shared Values act as the invisible glue that holds your team together during challenges, growth, and change.

One inspiring example comes from Arthur J. Gallagher & Co., one of the world’s largest insurance brokerages. In 1984, Robert E. Gallagher captured the essence of their culture in a set of guiding principles known as The Gallagher Way.

The Gallagher Way – A Culture Built on Respect, Trust and Excellence

Here are some of the standout values from The Gallagher Way (full set detailed below)

• We support and believe in one another. Respect and empathy are non-negotiable.
• There are no second-class citizens. Every role is valued.
• We build interpersonal relationships. Business is personal. People matter.
• Trust is vital. Suspicion erodes culture. Openness strengthens it.
• Never ask someone to do what you wouldn’t do yourself. Leadership is by example.
• Fear is a turn-off. Motivation comes from purpose, not pressure.
• We run to problems – not away from them. Courage and ownership are celebrated.
• We are a warm, close Company. Connection is a strength, not a weakness.
• Loyalty and respect are earned. They’re not just given — they’re demonstrated.
• We adhere to the highest ethical standards. Integrity defines the brand.

How to Define Your Own Values and Code of Conduct Statement

You don’t need to start from scratch. You can draw inspiration from Sugars and Gallagher — and adapt it to suit your business and your team. You can also reflect and define your Philosophy.

Here’s a simple 5-step process:

1. Reflect on What Matters Most
   • What behaviours do you admire?
   • What values have shaped your best working experiences?
2. List Your Core Principles
   • Choose 5–10 key behaviours you want to uphold.
   • Describe them clearly and positively.
3. Make It Personal
   • Use “I” statements for your personal code.
   • Use “We” statements for shared team values.
4. Connect It to Your Business
   • Link your values to your mission and client promise.
   • Use them in recruitment, onboarding, reviews, and meetings.
5. Live It Daily
   • Culture only matters if it’s practiced.
   • Call out good examples. Talk about values often. Hold each other to account.

The Power of Written Values in Shaping Culture

Whether you’re a small practice, a growing business, or a national brand — defining a Code of Conduct and a set of Shared Values or  your guiding Philosophy gives you:

• Clarity – Everyone knows what’s expected.
• Consistency – Values guide decisions across the board.
• Alignment – Teams work better when they’re pulling in the same direction.
• Trust – Culture thrives when integrity is modelled and reinforced.
• Performance – Values drive motivation, behaviour, and outcomes.

Here are some great Team Culture defining examples.

14 Points of Culture by Brad Sugars – Founder of Action International

1. Commitment
I give myself and everything I commit to 100% until I succeed. I am committed to the Vision, Mission, Culture and success of (your business), its current and future team, and its clients at all times. I always recommend products and services of (your business) prior to going outside the company.

2. Ownership
I am truly responsible for my actions and outcomes and own everything that takes place in my work and my life. I am accountable for my results and I know that for things to change, first I must change.

3. Integrity
We are consistent in our values, actions and depth of character. We are transparent, honest and truthful with our intentions and in our communication. What we promise is what we deliver. We set clear expectations and only make commitments or agreements with
ourselves and with others that we are willing and capable of keeping. We resolve any misunderstandings or inconsistencies in expectations or communication immediately. We do not make excuses. We communicate any potential for broken agreements at the first opportunity and we take responsibility for clearing up all broken agreements immediately to preserve the trust that is a critical part of our relationships.

4. Excellence
Good enough isn’t. I always deliver products and services of exceptional quality that add value to all involved for the long term. I look for ways to do more with less and stay on a path of constant and never ending improvement and innovation.

5. Communication
I speak positively of my fellow team members, my clients and (your business) in both public and private. I speak with good purpose using empowering and positive conversation. I never use or listen to sarcasm or gossip. I acknowledge what is being said as true for the speaker at that moment and I take responsibility for responses to my communication. I greet and farewell people using their name. I always apologize for any upsets first and then look for a solution. I only ever discuss concerns in private with the person involved.

6. Success
We focus our thoughts, energy and activities on the achievement of the Quality of Life goals, objectives or desired results a person, team, organization or system envisions, plans and commits to achieve within a defined timeframe. We are successful as individuals, within our
families, as a team, as an organization and in the community that we serve. We choose to work, collaborate and align with other individuals, teams, businesses and community organizations who also see themselves as successful and strive to improve their own Quality of Life and the Quality of Life of others. We believe that success is not a random, unpredictable outcome, but instead is consciously and proactively pursued by demonstrating the commitment and self-discipline required to define and systematically following a structured process or path. We acknowledge we have an abundance of time to do what we choose is important and we understand that for our results to change, first we must change.

7. Education
I learn from my mistakes. I consistently learn, grow and master so that I can help my fellow team members and clients learn, grow and master too. I am an educator and allow my clients to make their own intelligent decisions about their future remembering that it is their future. I impart practical and use-able knowledge rather than just theory.

8. Team Work
We are a group of successful people who work collaboratively towards improving the Quality of Life goals of others, which in turn enables us to achieve our Quality of Life goals. We are united in the successful achievement of our organizational vision, mission, goals and culture. We understand in order for each of us to win, the team must win. Each team member is recognized as a leader and is empowered to set goals, establish rules, measure
progress, offer feedback to maximize their influence in their role within our organization. We are continuously looking for ways to give to the team as well as asking for help from the team when we need it. We value and appreciate the contribution of each team member as well as the relationships we establish with each team member. We view our quest together as a journey to be enjoyed and celebrated in an atmosphere of respect, fun and  happiness.

9. Balance
I have a balanced approach to life, remembering that my spiritual, social, physical and family aspects are just as important as my financial and intellectual. I complete my work and my most important tasks first, so I can have quality time to myself, with my family and also to renew.

10. Fun
I view my life as a journey to be enjoyed and appreciated and I create an atmosphere of fun and happiness so all around me enjoy it as well.

11. Systems

I always look to the system for a solution. If a challenge arises I use a system correction before I look for a people correction. I use a system solution in my innovation rather than a people solution. I follow the system exactly until a new system is introduced. I suggest system improvements at my first opportunity.

12. Consistency
I am consistent in my actions so my clients and teammates can feel comfortable in dealing with me at all times. I am disciplined in my work so my results, growth and success are consistent.

13. Gratitude
I am a truly grateful person. I say thank you and show appreciation often and in many ways, so that all around me know how much I appreciate everything and everyone I have in my life. I celebrate my wins and the wins of my clients, and team. I consistently catch myself and other people doing things right…

14. Abundance
I am an abundant person, I deserve my abundance and I am easily able to both give and receive it. I allow abundance in all areas of my life by respecting my own self-worth and that of all others. I am rewarded to the level that I create abundance for others and I accept that
abundance only shows up in my life to the level at which I show up.

The Gallagher Way – Shared Values by A J Gallagher Insurance

A J Gallagher has grown from a small insurance company into a large multi-national Insurance giant based on these principles – a set of shared values.

Arthur J. Gallagher & Co’s Shared Values

Shared values at Arthur J. Gallagher & Co. are the rock foundation of the Company and our Culture.

What is a Shared Value? These are concepts that the vast majority of the movers and shakers in the Company passionately adhere to.

1. We are a Sales and Marketing Company dedicated to providing excellence in Risk Management Services to our clients.
2. We support one another. We believe in one another. We acknowledge and respect the ability of one another.
3. We push for professional excellence.
4. We can all improve and learn from one another.
5. There are no second-class citizens – everyone is important and everyone’s job is important.
6. We’re an open society.
7. Empathy for the other person is not a weakness.
8. Suspicion breeds more suspicion. To trust and be trusted is vital.
9. Leaders need followers. How leaders treat followers has a direct impact on the effectiveness of the leader.
10. Interpersonal business relationships should be built.
11. We all need one another. We are all cogs in a wheel.
12. No department or person is an island.
13. Professional courtesy is expected.
14. Never ask someone to do something you wouldn’t do yourself.
15. I consider myself support for our Sales and Marketing. We can’t make things happen without each other. We are a team.
16. Loyalty and respect are earned – not dictated.
17. Fear is a turn-off.
18. People skills are very important at Arthur J. Gallagher & Co.
19. We’re a very competitive and aggressive Company.
20. We run to problems – not away from them.
21. We adhere to the highest standards of moral and ethical behavior.
22. People work harder and are more effective when they’re turned on – not turned off.
23. We are a warm, close Company. This is a strength – not a weakness.
24. We must continue building a professional Company – together – as a team.
25. Shared values can be altered with circumstances – but carefully and with tact and consideration for one another’s needs.

Thoughts about Team Culture

Team Culture  FAQs

Q: Why do some teams fail even when they have a written Code of Conduct?

A Code of Conduct can’t drive culture alone — it must be lived. Teams fail when values are written once and never revisited, or when leaders don’t model the behaviour they expect. Inconsistent leadership, silence on poor behaviour, and a lack of follow-through erode trust. For a Code to work, it needs champions, rituals, and reinforcement — like team check-ins, coaching moments, and regular recognition of aligned behaviours.

Q: What’s the difference between Shared Values and a Team Philosophy?

Shared Values are the “what we believe” — the principles that shape decisions and guide behaviour. A Team Philosophy is the “how we do things around here” — the unwritten code, tone, and rituals of the group. The best cultures combine both: clear values backed by a practical philosophy that turns them into daily habits and interactions.

Q: Can a toxic employee destroy a strong culture, even with shared values in place?

Yes — especially if that behaviour is ignored. One person working against the team’s values can spread mistrust, lower morale, and reduce psychological safety. Without accountability, others begin to disengage or imitate toxic patterns. That’s why clear boundaries and a lived Code of Conduct matter — they protect the culture from slow erosion.

Q: What does a “living” Code of Conduct look like in practice?

A living Code of Conduct is:

• Referenced in onboarding and team meetings
• Used in feedback conversations and performance reviews
• Printed or displayed in shared spaces
• Aligned with hiring and promotion decisions
• Recognised through culture awards or “values spotlights”
• Actively discussed, updated, and owned by the team — not just leaders

It’s a culture tool, not a dusty document.

Q: How can I involve my team in defining our shared values?

Involve your team through a co-creation process:

• Start with storytelling: ask about proud moments and team heroes
• Identify recurring themes in great teamwork stories
• Run a values workshop using sticky notes or digital boards
• Vote on the top 5–7 values and define what each one looks like in action
• Write “We” statements as a group (e.g. We own our mistakes. We help others win.)
• Celebrate and revisit these values regularly

Team involvement builds ownership and alignment.

Q: What’s the risk of having too many values in your culture statement?

Too many values dilute clarity. If your team can’t remember them, they won’t live them. Aim for 5 to 7 core values — enough to shape behaviour, but not overwhelm. Think of them as cultural guardrails, not a rulebook. Each one should be memorable, actionable, and linked to your mission.

Q: What’s the best way to test whether your team actually lives your values?

Try these culture pulse checks:

• Ask team members to name your values (without prompting)
• Run a “Values in Action” recognition challenge — how often do people get nominated?
• Watch how conflicts are resolved — do values guide the response?
• Observe decision-making — do values shape what gets prioritised?
• Ask new hires after 30 days: Can you describe the culture in your own words?

If your values aren’t visible in moments of stress, they aren’t embedded.

Q: Can team values help reduce turnover and burnout?

Absolutely. When people feel connected to shared values, they:

• Experience more purpose and belonging
• Have clearer behavioural expectations
• Receive recognition for aligned actions
• Navigate conflict more constructively

This reduces emotional fatigue and improves retention — especially when leaders lead with empathy, respect, and fairness.

Q: How do high-performing companies use values in daily decision-making?

Leading companies use values as filters:

• Hiring: “Does this candidate align with our core values?”
• Customer service: “What’s the most values-aligned response here?”
• Strategy: “Which option reflects our commitment to excellence and ownership?”
• Feedback: “Which value was missing in this situation?”

Over time, decisions become faster, more consistent, and more trusted.

Q: What role does storytelling play in building team culture?

Storytelling is how culture sticks. It gives values meaning and emotion. When leaders share real stories of courage, ownership, or integrity, values become human — not corporate slogans. Use storytelling to onboard new hires, celebrate team wins, and reinforce your Code of Conduct.

Q: How often should you update your Shared Values or Code of Conduct?

Every 12–24 months is ideal — or when:

• You grow or merge with another team
• You onboard several new team members
• There’s a shift in leadership or mission
• Feedback reveals a gap between values and reality

Your values should evolve with your team’s growth — but any updates should be deliberate and co-created, not reactive.

Q: What are “Points of Culture” and how do they differ from workplace values?

Points of Culture go beyond abstract values. They’re behavioural statements that define how people are expected to act — daily, practically, and visibly. While a value like Integrity is aspirational, a Point of Culture might say, “We do what we say, and we clean up broken agreements quickly.” Points of Culture bridge the gap between intention and action.

Q: How can small businesses implement a strong culture without an HR department?

Small businesses can build powerful cultures by:

• Having the owner or team leader model the values consistently
• Creating a simple 1-page “Team Promise” or “Culture Charter”
• Starting every meeting with a “values moment” or culture example
• Using regular team check-ins to realign around behaviours
• Encouraging peer recognition linked to values

Culture is about consistency — not headcount.

TIP: Make your Shared Values EASY to Remember.

One of my best buddies and AI Guru, Justin Kabbani, does a great workshop on defining your company values. He likes using an alliteration (words starting with the same letter) that really define the culture. That’s how his company, Hardhat Digital, ended up with Hustle – Humble – Hardwork as their values.