Why "core values" is the wrong label for company rules

Executive overview

Calling them "core values" creates a hidden problem: it implies you can only hire people who share your personal values. This conflates values with culture and leads to homogeneous teams. Scott Fuqua of Atlassian reframed it: core values are rules, not values. Rules apply universally regardless of who you are or where you're from.

Rename "core values" to "rules" — and you free your hiring and your culture simultaneously.

The problem with the "core values" label

• The word "values" is loaded — personal values, company valuation, moral values all collide
• Conflating values with culture leads leaders to hire only people who think like them
• This produces homogeneous teams — a direct threat to innovation
• Leaders misunderstand the role these principles are meant to play

Rules vs. culture: the Atlassian distinction

• Fuqua's five rules have not changed since 2005, across growth from 50 to 14,000 employees
• Culture varies by office — Sydney, Amsterdam, San Francisco, Latin America all differ
• Rules stay constant regardless of local culture
• Sports analogy: football rules are identical no matter what country hosts the game

What changes when you call them rules

• You don't need to hire people who share your values — only people who agree to play by your rules
• Diversity becomes compatible with cultural alignment
• Leaders gain clarity on enforcement: yellow card or red card for violations
• Failing to enforce rules signals they don't matter