Most fear-based organizations don’t have core values. But what if you took your core values and turned them into an actual pledge that your team upholds? One thirty-person WorldBlu certified digital advertising agency in Pennsylvania does just that with their “Promises Pledge,” which states what employees will promise to do for other employees, partners, and even vendors.

How do you make sure you’re having healthy, fearless conversations? The employee-owners at one WorldBlu certified solar-electric company in Boulder, Colorado, practice Frank, Open, and Honest Conversation, or“FOH” as they like to call it. The practice establishes ground rules for discussion and a shared standard of communication both internally and externally.

How can your company live its Purpose and Vision? Over 52,000 teammates at a WorldBlu certified global healthcare company in Denver, Colorado, regularly receive a survey that asks, on a scale of one to ten (with ten being the highest),“How well are we living our Purpose and Vision and why?” It’s a great way to quickly check and see if you’re staying on track—or not.

Organizations and teams need clear processes and guidelines for making smart, strategic, and non-reactionary decisions. At a WorldBlu certified product-software development company based in Mexico, they have a Decision Matrix that guides their decision-making process. The Decision Matrix outlines the types of decisions to be made and who should make them.

How do you make sure that employees have the right to speak freely and openly within an organization, especially if what they have to say isn’t what the leaders want to hear or have widely shared? A WorldBlu certified Massachusetts-based fair trade food cooperative created a worker-owners list of Rights and Responsibilities, which was written and approved by their 150 worker-owners and which only they may amend. The document states that all worker-owners have free speech rights.

A WorldBlu certified multinational IT company realized thousands of their employees were creating incredible value for their customers, but they were not documenting these initiatives and solutions. So, they created a “Value Portal,” a company-wide initiative designed to document customer-focused innovations. Employees have generated more than five hundred ideas for the Value Portal, millions of dollars worth of new ideas and opportunities, and produced important, patentable intellectual property.

How can leaders make it clearer who is accountable for what? A WorldBlu certified Virginia-based telecom company instituted a process called “As and Os,” short for Achievements and Objectives. Each Monday, all employees send out a detailed list of their achievements from the previous week and their objectives for the coming week. Then, at their Monday morning all-hands meeting, each employee shares their top three As and Os so everyone knows who is working on what.