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A national insurance company brought us in to run a half-day values workshop for a technology team of 50. Corporate values often sit disconnected from the everyday work of the people supposed to live them. This session was designed to do the opposite, giving each person a concrete connection between their own strengths, their contribution to the team, and the company's stated values.
We were approached by a national insurance company to run a half-day workshop for a team of 50. The aim was to explore the company's values, and connect their everyday work to them.
Corporate values can sometimes be a lofty set of statements, seemingly unconnected to the day-to-day work of individuals and teams within a company, so it was welcome and refreshing that this company wanted to take the time to create a strong connection with theirs.
As is often the case, the client came to us having already looked at several of our sample workshop outlines, and indicated which elements they liked from each.
This gave us a great starting point from which to design a workshop session that would achieve their objectives.
Through a series of meetings we refined the agenda, creating a session that flowed from looking at individuals and their strengths, the work they contributed to the team, and how all this related to each of the company's values.
We finished off with our favourite closing activity, Four Corner Feedback, which drew out some practical takeaways that each person could leave the session with.
Participants shared that they had enjoyed exploring their work from a values-based perspective, and that this had served to highlight the meaning and impact of their day-to-day work.
The reason values workshops often fail is that they stay at the level of the organisation. People hear about the values, nod, and go back to their desks unchanged. The shift that makes them work is moving the lens from the company down to the individual: what are your strengths, what do you contribute to the team, how does that connect to what the business says it stands for. That sequence makes the abstract concrete.
Closing with Four Corner Feedback gave each person a tangible takeaway they could carry into the following Monday. For values work specifically, the closing exercise matters as much as the opening: it is what determines whether the day stays in the room or travels back into the operating reality.
Most work like this starts with a 30-minute call to understand the team, the context, and what good would look like. From there we agree the shape of the work together.
