Do You Know Your Core Values with Robert Glazer

What if your values are calling the shots—without you knowing?

When Robert Glazer talks about values, he refuses to let them be vague virtues hung on a wall. He treats them like a compass you can actually use: short, specific, and unapologetically practical. That shift from platitude to tool felt surprisingly liberating as I listened; suddenly, values became less about moral posturing and more about how you choose when confronted with real pressure.

Values as a decision-making tool

Most people equate values with words like integrity or family. Those words sound noble, but Glazer argues they rarely help when the rubber meets the road. He recommends two- to five-word phrases that act as a decision-making rubric. That struck me. Clarity tastes better than aspiration. One crisp phrase can cut through work chaos, family friction, or the fog of a career pivot.

Four qualities that matter

Glazer names four necessary qualities for a good core value. First, it must be a constant, non-negotiable principle that shows up across all parts of life. Second, it needs a distinct definition—a point of view that differentiates you. Third, it should be actionable and short: two to five words. Fourth, it must function as a decision-making framework. Those criteria make values usable, not decorative.

Practical examples that landed

He shares personal examples that feel refreshingly human. "Find a better way and share it" is his anchor for improvement at home and at work. It explains why he coaches his kids through panic moments and why he bristles at processes that claim, "we've always done it that way." Another one—self-reliance—illuminates how he chooses control over surrender when stakes are high. Those examples made me want to write my values down with verbs.

Data that turns values into strategy

This is not only soul-searching talk. Glazer brings hard numbers: nearly half of employees consider leaving because company values clash with personal ones. Almost 60% won't even consider a job if values don't align. Employees perceiving strong alignment are 60% more engaged, according to Gallup. That kind of evidence reframes values from soft preference to measurable business advantage.

How values change exits and entries

One idea I found surprisingly humane: rethink the two-week notice. Treat departures like the end of a sports contract rather than a breakup. If you accept that people won't stay forever, you can design better off-ramps that preserve relationships and company momentum. It removes drama and replaces it with practical dignity.

The danger of one-word values

Glazer is blunt about words like "integrity" and "family." They sound right, but they mean different things to different people. Without a precise definition, they become assumed baselines rather than distinguishing priorities. He challenges you to define what integrity looks like for you—"always say what you do and do what you say," for example—so your team knows exactly how to act.

How to know you're off course

When alignment fails, it's often obvious in the moment: exhaustion, anger, and a sense of being drained. Glazer offers a vivid metaphor: driving through a dark tunnel and hitting an unseen lane. You crash against the wall before you realize a boundary existed. That image stuck with me. It explains why people often only discover values when they're violated, not before.

A short roadmap to begin

Glazer recommends a practical starting point: six questions that reveal patterns in your life. He says thirty minutes answering them will surface recurring themes and clarify which values already drive your choices. For those who like structure, that felt like the exact kind of homework worth doing.

What really caught my attention

Values as a living guide, not a poster. The notion that clarity improves performance in stressful decisions. The insistence on phrasing values so they prompt action. These are small shifts with outsized consequences. They turn ethics into operational tools for leaders, parents, and anyone plotting a career change.

• Short phrases beat slogans: Two-to-five word values deliver clearer decisions.
• Values predict behavior: They show up across family, work, and friendships.
• Alignment matters commercially: Values mismatch increases churn, lowers engagement.

Honestly, I didn't expect such tactical advice from a conversation about values. The strongest takeaway is simple: give your values language that you can use when things get messy. With different words, you'll make different choices. With different choices, you build a different life. And if your compass is clear, even the hardest turns start to feel intentional rather than accidental.