So, how to go about this is to do that a regular review.
I would review all of your core values for three particular criteria. Maybe once every three months, once every six months can be part of your quarterly business review. It can be just a separate meeting.
One, is the core value still real? So, if your core value is pushing boundaries, then can you actually come up with a few examples where you've been pushing boundaries? As an individual, as a team.
Second, is it a real choice?
Don't come up with core values, such as integrity or professional, that are just, you know, bland and what everyone needs. But come up with things like frugal. It's perfectly fine if another company says, "spend for success," the opposite value. But this is a choice you make.
Is the core value a real choice?
And third, most importantly, are these core values kept up?
In other words, if you have to go look for them in your drawer, you already lost. Core values should be top of mind, should be easily recitable by everyone in the company.
At Rocket Fuel, we had nerdy but lovable. And that was a perfect guideline to keep everyone on track and the kind of people that you wanted to hire.
So, to summarize, when you have trouble with co-founders, holding them accountable, don't call it out directly. Don't use systems such as OKRs directly. But restore that common ground. Do that by reviewing the core values together. Review which ones we are all still living whereas some others maybe it's time to let go. And come up with a new list of core values that everyone commits to living again.
That's the way to hold your cofounder accountable.