VALUEBULL Q2 2026 LEAD GENERATION EXECUTION PLAYBOOK

Hi [First Name],

I've been looking at how mid-sized [industry] companies approach values and culture — and [Company] came up in our research.

We've built a diagnostic that scores how well a company's stated values actually align to their current business strategy. It takes 60 seconds and there's no data wall.

Out of genuine curiosity — when was the last time [Company] reviewed whether your values were still steering the team in the right direction?

If that's even remotely on the radar, you might find this useful:
[Get Your Values Alignment Score →]

No pitch, no call required. Just a score and a short interpretation.

Cheers,
Doug

Hi [First Name],

Quick follow-up with something we've noticed across [industry].

When we run our Values Alignment Score across companies in your sector, a pattern shows up: most are running values that were designed for a different era or strategy. Not wrong. Just misaligned.

The result? Execution feels harder than it should. Managers interpret standards differently. Decisions escalate that shouldn't. Leaders end up repeating themselves.

Sound familiar? You're not alone — 4 in 5 companies we analyse score below 60 out of 100 on alignment.

If you're curious where [Company] sits, the benchmark takes 60 seconds:
[See Your Score →]

Doug

Hi [First Name],

Last note — I'll keep it short.

We've been running personalised Values Alignment reports for companies like [Company] — using publicly available information to assess how well your stated values align to your strategy, brand positioning, and competitive context.

It's not millimetre-precise. But it's directionally powerful. And it's free.

If values, culture, or execution alignment is even partially on your agenda this year, this report usually answers whether there's something worth looking at.

Want me to run one for [Company]? Just reply "yes" and I'll send it across.

Cheers,
Doug
CEO, ValueBull

Hi [First Name],

Here's your Values Alignment Score for [Company]: [SCORE] / 100

[Short 2-3 line interpretation based on score range]

What this usually means: companies scoring in this range tend to experience [specific symptom — e.g., "execution drag that shows up as inconsistent standards across teams and decisions escalating that shouldn't."]

If you'd like to see the full picture — including how your sector typically scores and the 3 structural corrections that tend to move the needle fastest — we offer a 20-minute walkthrough. No pitch. Just the analysis.

[Book Your 20-Minute Walkthrough →]

Cheers,
The ValueBull Team

Hi [First Name],

After working with dozens of companies on their values, we've noticed a pattern.

Values programs don't fail because of bad intentions. They fail because values are treated like content — words on a wall — instead of infrastructure that people actually use.

There's a reason 7 out of 10 leaders admit their values are ineffective. It's a product design problem, not a motivation problem.

We built ValueBull to fix the product. Not run another workshop.

If that distinction resonates, here's a 20-minute conversation that might be worth your time:
[Book a Call →]

Doug

Hi [First Name],

Before values can drive culture, five things must be true:

1. Recall — Can people tell you what the values are without looking them up?
2. Clarity — Do they know what those values ask of them in action?
3. Individual Use — Are people personally using them, not just agreeing with them?
4. Team Use — Are teams using them in meetings, decisions, priorities?
5. Company Use — Are values visibly guiding company-level decisions?

If any of these five aren't locked, everything you build on top — onboarding, recruitment messaging, leadership storytelling — will keep underperforming.

This is where most organisations skip ahead and fail.

If this framework maps to something you're seeing at [Company], a 20-minute conversation might be useful:
[Book Your Walkthrough →]

Doug

Hi [First Name],

Last email in this sequence — I'll keep it clean.

If values, culture alignment, or execution clarity is on your agenda for this year at [Company], here's the simplest next step:

[Book a 20-Minute Walkthrough →]

No pitch. We'll walk through your VAS analysis, show you how your sector typically scores, and outline the 3 structural corrections that tend to move the needle fastest.

If the timing's not right, no worries at all. We'll still be here when it is.

Cheers,
Doug
CEO, ValueBull

The 7 Deadly Sins of Company Values:

1. They're nouns, not instructions.
"Innovation" is an outcome. "Test and learn to find a better way" is a rule.

2. They're brand promises dressed up as culture.
You cannot walk a promise. You can only walk a behaviour.

3. Nobody can recall them.
If your team can't name them without looking, they're not operating.

4. They haven't changed since the strategy did.
You update strategy annually. Values? Every five years. Then expect them to execute each other.

5. They're launched, not installed.
Buy-in is not usage. A poster is not an operating system.

6. They're too safe.
If every company in your industry could claim the same values, they're not differentiating anything.

7. They don't tell anyone what to DO.
At [Company], we want you to _______. If your values can't finish that sentence, they're not working.

—

4 in 5 companies we analyse are running values misaligned to their strategy.

That's not a people problem. It's a product design problem.

If any of these hit home, we built a free 60-second benchmark:
🔗 values.valuebull.com.au

I analysed the values of 20 mid-sized Australian companies last month.

17 were running the wrong ones.

Not "bad" values. Not offensive values. Not values anyone would disagree with.

The wrong values for where their business is actually going.

Here's what I mean:

Company A refreshed their strategy 8 months ago. Growth into new markets. Speed to market. Bold bets.

Their values? "Integrity. Excellence. Collaboration. Respect."

Those words are fine. They're just not steering anyone toward bold bets and speed.

So behaviour defaults to habit. And strategy drifts.

Not dramatically. Quietly.

This pattern shows up everywhere. Values created for a different era, a different strategy, a different game.

The game changed. The rules didn't.

If you're curious where your company sits, we built a free diagnostic:
🔗 values.valuebull.com.au

60 seconds. No data wall. Just your alignment score.

Unpopular opinion: most values workshops are a waste of money.

Not because the facilitators are bad.
Not because the leadership team doesn't care.
Not because people aren't engaged in the room.

They fail because they optimise for agreement instead of usage.

The output is always the same:
5 abstract words.
A poster.
A PDF.
A launch event.
Six months of fading relevance.

If your values were a product, would anyone use them twice?

Values are not a project. They're infrastructure.
Infrastructure is what people use when nobody is watching.

Stop treating values like a campaign.
Start treating them like a system.

[60-second video script — record on phone, talking to camera]

HOOK (first 3 sec): "There's a 10-second test that tells you if your company values are actually working."

BODY: "Complete this sentence. At [your company], we want you to... blank. Now — does that instruction clearly reinforce your current strategy? If your values can't finish that sentence with something directional and actionable, they're not rules of play. They're just branding. You can't walk a noun. You can only walk an instruction."

CLOSE: "Try it with your actual values. If it doesn't land, that's the problem. Link in comments if you want to see your alignment score."

Buy-in is not the same as usage.

Here's why that distinction matters for your values.

Most values programs measure success by:
— How many people attended the launch
— Whether the survey scores went up
— Whether people "agree" with the values

That's buy-in. It's easy. It's also meaningless.

Usage looks different:
— Can people recall the values without looking them up?
— Do teams reference them in actual decisions?
— Do managers use them in performance conversations?
— Does anyone outside leadership mention them?

If you have buy-in but not usage, you have a marketing problem disguised as a culture win.

No product in the world would survive if adoption was assumed instead of engineered.

Your values are a product. Start treating them like one.

"Innovation" is not a value.

"Test and learn to find a better way" is a rule.

"Integrity" is a virtue.

"Tell the truth early, even when it's uncomfortable" is a rule.

"Excellence" is an aspiration.

"When you know, you know — and when you know, you lead" is a rule.

"Collaboration" is a concept.

"Go far, go together" is a rule.

See the difference?

Brand words describe who you want to be seen as.
Values must define what you expect people to do.

That difference changes everything.

If your values read like a brand deck, they're not operating. They're decorating.

You cannot walk a noun.
You can only walk an instruction.

You cannot walk a noun.
You can only walk an instruction.

That single idea changes how you build company values.

Most companies pick 5 words: Innovation. Integrity. Excellence. Collaboration. Respect.

Then they wonder why 82% of employees say the company doesn't walk the talk.

It's not because people don't care. It's because they were never given a clear instruction.

You can't hold someone accountable to a word.
You can hold them accountable to a behaviour.

3 Mantras. 9 Ways of Working. Language teams can follow without interpretation.

That's what values look like when they work.

Clarity creates confidence.
Confidence creates execution.

If your values can't tell someone what to do under pressure, they're not rules of play.
They're furniture.

If your values were a product, would anyone use them twice?

Serious question.

Think about it like this:

No product survives if:
— Users can't remember it
— Users don't know how to use it
— It's not designed into daily behaviour
— Adoption is assumed instead of engineered

Yet that's exactly how most companies treat their values.

Created through surveys and word-picking committees.
Launched with fanfare.
Forgotten within months.

Values are not a project. They are a product your people are supposed to use.

Fix the product. Not the marketing.

That's the shift that changes everything.