Many organizations have values statements, such as “We value inclusivity” and “We value integrity,” but often, these values fail to translate into actual priorities, decisions, and actions. There can be a significant mismatch between what leaders say about values and the actions they take, leading to confusion and frustration among employees. Instead, the use of “working agreements” can be a more effective approach. Working agreements are codified guidelines that define how employees partner with each other in their work. They serve as a reference point for guiding behavior, decisions, and collaboration. Working agreements offer three key components for effective collaboration: shared language, shared understanding, and shared accountability. To create working agreements, organizations should involve employees in developing clear, specific language that articulates agreed-upon beliefs, values, and practices. These agreements go beyond vague values statements and provide specific actions and practices associated with the values. They empower teams to hold each other accountable, increasing trust within the organization. The process of creating working agreements involves partnering with team members or forming working groups and discussing the organization’s values, practices, and principles. Key questions guide the development of agreements that reflect the organization’s goals and intentions. The resulting agreements should be clear, measurable, actionable, and aligned with the organization’s context. To complete the cycle, organizations must reinforce the working agreements through consistent actions, storytelling, and shared understanding. These agreements should be integrated into various aspects of the organization, such as talent attraction, performance management, decision making, and project management, to move from posted values to actionable, shared agreements.