When values become active promises

There are signs that show you the emergency exit... And there are others that indicate that you don't have to stay where you don't feel safe.

A few days ago I saw this sign in a pub bathroom and I won't deny it brought tears to my eyes. It was more than just a pretty sign: it was an active promise of protection.

Honestly, thankfully I've never felt that vulnerable. I've never had to run for help. But seeing that there's a code, a key phrase, a discreet way of saying "I'm not okay, I need someone to take care of me"... it really touched me deeply.

The moment that changes everything

Because it's not just about a pretty sign. It's about acknowledging that some people have felt uncomfortable, harassed, or at risk, and that a space has decided to move from "that doesn't happen here" to "if it does happen, you're not alone."

That sign represented something we rarely see: a company that anticipated a problem we'd rather ignore. A company that invested time, resources, and energy in creating a system for something we "hopefully never happen." A company that trained its staff not just to serve beer, but to be a refuge when someone needs it.

As an entrepreneur, I've seen hundreds of corporate mission and value statements framed in elegant offices . Inspirational phrases about "putting the customer first" or "creating a better world." Declarations that sound beautiful in boardrooms but fade away when it comes time to implement them.

But this sign was different. It wasn't marketing. It was a tangible promise, with real consequences. It was the difference between saying "we care about you" and demonstrating "we're here for you, even at your worst."

It was a company that had made the conscious decision to assume responsibility beyond its product. It understood that its space didn't exist in a vacuum, but rather was part of its customers' life experience. And that this experience included both moments of celebration and moments of vulnerability.

That's real business leadership. Not the kind that appears in annual reports, but the kind that's lived out in the details that no one applauds but everyone remembers.

The difference between saying and being

In the world of technology and communications, where we build products that impact the lives of thousands of people, I have learned that the difference between a company that endures and one that disappears is not in what it says, but in what it does when no one is watching.

I've seen startups with perfect pitch decks promising to revolutionize industries, but cutting corners on data privacy because "no one will notice." I've seen companies that talk about diversity and inclusion in their press releases, but whose hiring processes continue to perpetuate the same old biases.

I've also seen the opposite: teams that dedicate extra hours to making their product accessible to people with disabilities, even if that only represents 2% of their market. Companies that turn down lucrative clients because their practices don't align with their values. Leaders who make costly decisions because they know it's the right thing to do, not necessarily the most profitable.

That's a company with clear values. One that understands that security isn't just a pretty sign, but an active commitment. One that knows trust is built on thousands of micro-decisions every day: how you handle your users' data, how you treat your team when they're under pressure, what you do when you discover a bug you could hide.

Companies that last don't do things "just because they have to." They do them because they truly believe in them, because they believe they can have an impact. They understand that every line of code, every internal policy, every interaction with a customer is an opportunity to demonstrate who they really are.

And here's the paradox: the more authentic a company is, the more profitable it becomes in the long run. Because authenticity builds trust, and trust is the most valuable asset in any industry.

The cost of authenticity

Implementing genuine values is costly. And I'm not just talking about money, although that's part of it. That pub probably had to train its staff, create protocols, and maybe even lose some customers who disagreed with its approach. But they chose to do it anyway.

The hardest part is facing the ethical dilemmas that arise when your values clash with the realities of business. What do you do when your most important client asks you to do something that goes against your principles? How do you handle pressure from investors who prioritize rapid growth over sustainability? What do you decide when doing the right thing means missing out on a multi-million dollar opportunity?

At Navigamo, we've faced similar decisions. Moments where we could take the easy way out or stick to our principles, even if it's more complex. We've rejected lucrative projects because they didn't align with our vision. We've invested in processes that don't generate immediate revenue but that we know are right in the long run.

This is where many startups fail: they believe they can define their values as they go, or that values are something that can be postponed until "we have more resources." The reality is that values are defined in the difficult decisions, not the easy ones. And that's why it's crucial to have a human resources team from the outset to help crystallize those values, turn them into concrete policies, and ensure that every new hire reinforces the culture you want to build.

Every time we choose the latter, we not only strengthen our internal culture, but we also build real trust with our clients. Because they see that our decisions are consistent, predictable, and authentic.

The domino effect of coherence

Because when a company believes in its own message, people feel it. And they stay. And they buy. And they recommend it.

But reaching that point isn't automatic. Many companies confuse having values written on the wall with living those values. Consistency requires systems, processes, and above all, people who understand that every interaction is an opportunity to demonstrate who we are.

Today's customers don't just buy products or services. They buy the story behind it, the values you represent, the promise that when they need support, you'll be there. Not with a catchy slogan, but with concrete actions. They buy the peace of mind that comes from knowing the company they do business with makes decisions they would make themselves.

And when you achieve that connection, the effect is exponential. A satisfied customer doesn't just return, they become an ambassador. An employee aligned with your values doesn't just work, they're committed. A supplier who trusts your integrity doesn't just fulfill contracts, they build lasting partnerships.

The question you should ask yourself

What are your company's values? Do you put them on signs... or do you live them in the details?

This isn't a rhetorical question. It's an honest audit that every business leader should conduct regularly. Because it's easy to say you value transparency until you have to admit a costly mistake. It's easy to talk about respect until you have to fire someone. It's easy to proclaim innovation until you have to invest in something uncertain.

Values are tested in the small moments when no one is judging you. In the difficult decisions where doing the right thing costs more. In the protocols you implement not because you're forced to, but because you believe they matter. In how you treat the person who cleans your office versus how you treat your most important client.

And this is where the role of human resources becomes strategic, not operational. It's not just about hiring people, but about ensuring that every person who joins your company understands and embodies those values. It's about creating evaluation systems that reward consistency, not just results. It's about designing processes that make doing the right thing also the easiest thing to do.

These are the details that build companies that transcend. That generate genuine loyalty. That change industries. Because in the end, companies don't compete just with products, they compete with purpose.

A toast to authenticity

And the next time you want to grab a beer, a bite to eat, or do a workday somewhere different, head to Hanna Hops. Not just for the atmosphere or the food, but because they've chosen to be the kind of company we should all aspire to be.

One who understood that values aren't wall decorations, but daily choices. Who invested in creating a space where her values are lived, not just displayed. Who took responsibility for being part of the solution, not just a business that works.

One that doesn't just talk about values, but lives them in every detail. And that reminds us that at the end of the day, the most successful companies aren't the ones that sell the most, but the ones that build a world we all want to live in.

Because in the end, the best signs are not the ones you hang on the wall, but the ones you live every day.