Why values matter more than you think

There are moments in project delivery when the decisions we make feel instinctive – a quick yes, a firm no, a pivot under pressure. And then there are other moments where we hesitate, overthink, or avoid deciding altogether. The difference? Often, it’s clarity of values.

Our values are like filters. They’re mostly invisible, but always active – shaping the way we interpret situations, form judgements, and act. We might not always name them out loud, but they are silently at work in the background, influencing how we show up.

In complex projects, where stakeholders are many, pressures are high, and trade-offs are constant, values can make or break your ability to lead with confidence. Let me explain why.

The micro-decisions that build culture (or undermine it)

We often talk about culture in big-picture terms. But in project teams, culture is built (or eroded) every day. It’s the thousand small decisions about how we respond to a delay, how we run a meeting, or whether we speak up when something feels off.

What drives these micro-decisions? Our values.

Take integrity, for example. If that’s one of your core values, you’re more likely to raise a risk early, even if it’s uncomfortable. If you value efficiency, you might prioritise automation or skip over a consultation step. Neither is inherently right or wrong but knowing why you’re choosing one path over another matters.

When project sponsors, delivery leads, and teams are aligned in values, there’s a shorthand. Decisions flow faster. Judgement is trusted. People feel safe to act. When there’s a disconnect or lack of clarity? That’s when rework, confusion, and second-guessing creeps in.

The case of the Sponsor and the Delivery Team

Let me share a real-life scenario. A sponsor came to me during a project rescue assignment frustrated by what he saw as slow progress and indecision from his delivery team. “We’ve had four meetings and still no decision. Why can’t they just move?”

I met with the team and heard a different story. They were engaging stakeholders broadly, gathering multiple perspectives, and working hard to ensure no one was left out. Their value? Collaboration.

The sponsor, on the other hand, was acting from a value of decisiveness. He prided himself on swift, confident calls and expected the same from his team.

Once this dynamic was surfaced, we didn’t force anyone to change their values, we worked with them. Together, we designed a decision-making matrix that gave the team structure and the sponsor clarity. It respected the team’s need for inclusion and the sponsor’s need for pace.

The result? Decisions got made. Frustration dissolved. Trust was rebuilt.

The risk of misalignment (and how to spot it)

When values are out of sync and left unspoken, teams often feel:

• Drained after meetings
• Confused about what’s expected
• Overwhelmed by second-guessing
• At risk of burnout or disengagement

If that sounds familiar, don’t rush to fix the process. Ask instead: Whose values are being ignored, overridden, or unclear?

It’s worth doing a “values check-in” when:

• The team is growing or reshaping
• You’re in the middle of a significant delivery period
• A decision feels unusually hard or politically charged
• You feel a sense of ongoing tension or resistance

Practical ways to use values as your guide

You don’t need a 3-day offsite to realign values. Here are some ways to start:

• Reflect personally: What are your top three values, and how are they influencing your leadership?
• Explore team alignment: Ask your team, “What matters most to us when we work together?”
• Make values visible: Use them as language anchors in meetings and documents. For example, “To stay true to our value of transparency, let’s include that risk in the report.”
• Use values as tiebreakers: When a tough decision arises, ask: “Which option is most aligned with our values?”

If you want to lead with clarity, especially under pressure, you need more than a plan – you need a values compass.

In project delivery, it’s tempting to think judgement is about experience, process, or personality. But more often than not, it’s about what matters to you and whether those around you know what that is.

Next time you find yourself hesitating or debating a path forward, pause and ask yourself: What value is guiding me right now?

Because when your values are clear, your actions follow. And that’s when real project leadership begins.