Leaders frequently refer to mission and values as though they are fully realized operating systems. And when you’ve done the work, they can be.
Often, they’re a bit intangible.
Values are more than what you say you believe. They’re what you actually do: what you allow, and what you hold people responsible for enacting.
Codes of conduct address behavior and action; at best, they allow people to recognize the embodiment of values. And when values are being violated.