I just wrapped up creating a new course for TeamBuildr Academy called Building an Impactful Internship Program. In it, I made a statement that caused me to reflect further, and I want to expand on it here.
I stated that internship coordinators should ensure their values align with those of the interns they hire.
I would also say that the opposite is equally as important: employees should actively evaluate the environments they enter. And not just for where they might ‘fit in,’ but for where they feel that they ‘belong.’
Why does this matter?
Because values alignment creates a foundation for belonging, and belonging is essential if we expect people to show up authentically, contribute meaningfully, and grow within our organizations.
This concept goes beyond internships. It applies at every level: from coach to coordinator, from director to part-time staff. It’s about the relationship between employer and employee, and between the organization and everyone who represents it.
Fitting In vs. Belonging
“Fitting in” often implies adapting yourself to meet the expectations of a culture that already exists. It asks you to mold or edit parts of yourself to gain acceptance.
In contrast, “belonging” means that your values, contributions, and identity are recognized, welcomed, and needed.
When our staff are in environments where they belong, they’re more likely to:
- Trust themselves and their teammates
- Be present and engaged
- Ask better questions
- Do their best work
But none of that happens by accident. It begins with alignment at the values level.
Why Values Alignment Matters
Here’s an example from my own experience. One of my core values is altruism, which I define as the selfless concern for the growth of others. It drives how I coach, how I lead, and how I learn. A personal mantra of mine is: “Be the coach I wished I had.” That mindset means I’m constantly evolving and refining my craft. Not just for myself, but because I believe in creating better outcomes for others.
Altruism doesn’t have to look the same for everyone. But in order for me to feel a true sense of belonging within a team, it has to be present in some recognizable form. I need to be able to see it, feel it, and trust that it exists in the people I work with. That’s how I know I’m in a place where I can do my best work and be my best self.
When values align between employer and employee, it creates mutual trust. Trust builds confidence. Confidence increases performance.
The opposite is also true. Distrust leads to insecurity, which decreases performance. And a lack of trust, whether due to ambiguity, inconsistency, or misalignment, can quickly lead to apathy or anxiety. Neither state is conducive to great work.
This relationship goes both ways:
- Employee: If I’m confident in how I’m being perceived because the values we share create psychological safety, I’ll show up and give more of myself to the work.
- Employer: If I trust that an employee’s values align with ours, I can grant autonomy, knowing their decisions will reflect the culture and standards we’ve built.
This kind of culture-building has high stakes in a field like personal training or performance coaching. We’re not just delivering a service, we’re creating relationships and community. It’s a long game. And it only works if the foundation is solid.
What to Ask and Listen for When Determining a Values Fit
A key part of any interview should include questions that reveal a candidate’s internal compass. I often ask three related but distinct questions:
- What qualities do you think are important for a coach?
- What skills?
- What behaviors or actions?
These questions open the door to critical insight:
- How they see themselves (qualities they aspire to or already embody)
- What they believe matters in coaching (technical and interpersonal priorities)
- How they act on those beliefs (observable behaviors and leadership patterns)
Themes will emerge. Some candidates will emphasize care and curiosity. Others may highlight organization, intensity, or feedback. None of these answers are inherently right or wrong, but they help you determine whether that person’s philosophy and values align with yours.
Recognizing Misalignment and What to Do About It
Values misalignment isn’t always obvious at first. That’s why preemptive work is so important. As a coach or leader, you must first define and articulate your values clearly and communicate them consistently. These values become the foundation for your culture, expectations, and standards.
Once those values are communicated, observe behavior, and course correct if necessary.
For example, let’s say a staff member is on their phone during a session. You could correct the behavior directly, but that misses an opportunity to reinforce shared values. Instead, I’ll say something like:
“Unless there’s an emergency, I expect you to be fully engaged and present. That’s what commitment looks like here.”
Because commitment is one of our core values.
This reframe turns correction into clarity. It’s about upholding the standard behind the rule. By linking behavior to values, I maintain the integrity of our culture and give that person a chance to realign.
If misalignment continues despite these conversations, it may be time to reassess whether the relationship is a good fit. But in many cases, people will rise to the standard once they understand the reason behind it.
Skills Can Be Taught. Values Must Be Shared.
You can teach someone how to be a better coach or employee. You can close knowledge gaps through mentorship, resources, and experience. But if someone doesn't uphold the values your organization stands for, that’s much harder to fix.
That’s why I believe values alignment should be a prerequisite, especially in roles built on trust, service, and transformation.
The job doesn’t always have to be the “perfect fit” in terms of qualifications (though of course, some baseline competence is necessary). But if we want our organizations to be successful, both employer and employee owe it to each other to determine if their values match.
Because that’s what creates personal fulfillment.
That’s what builds community.
That’s what allows great work to happen.
