At Lush happy people make happy soap, literally—the handcrafted cosmetics are fresh, free of preservatives, and made with ingredients not tested on animals. I know because I heard the same story told consistently by the CEO as well as individual employees in three stores in different cities. The lesson of how Lush cosmetics grew from one small store in Poole, England, to a worldwide of chain of 700 shops in 44 countries holds valuable insights for any small business in its growth stage.

Stay true to your values. “We pride ourselves on ethics,” according to Mark Wolverton, Lush North America President & CEO. “As we grow, we refuse to change the very things that make us unique.” Wolverton told me that Lush has always strived to make a positive environmental impact. It does so by sourcing from vendors who use no child labor or animal tested products. The products are 100% vegetarian and 80% vegan. According to Wolverton, this is the “ethical choice” that Lush has made since its inception. Regardless of the choices and values you choose to make in your business, it’s important to maintain a unique identity. Ask yourself, what does my company stand for?

Communicate your values. Once you know what your company stands for, you must communicate your unique values through multiple channels. I ndividual Lush stores maintain their own Facebook pages, and Lush tells its story through its Web site and free in-store newspaper called The Lush Times. Lush also does something unique—it gets involved in environmental causes by holding events and protests at its stores. In North America, Lush has run controversial campaigns tackling issues like over-packaging in the cosmetics industry, the Canadian commercial seal hunt, and the Canadian Tar Sands (the extraction of oil from Alberta’s tar sands has sparked fierce environmental opposition). To raise awareness of such issues, Lush staff at some stores have stripped down to nothing but an apron to protest over-packaging, storefronts have been converted into giant blood spattered placards, and protests have been held to end Canada’s tar sands project and encourage investment in clean energy.

Wolverton acknowledges that Lush’s tactics might turn off some customers (Lush has stores in Alberta and some employees have family members who work in the oil sands). But they are also passionate about their values and communicating those values. “We strive for a substantial amount of transparency in the business. We must act in a green fashion and the causes we support. It all fits together,” says Wolverton.

Involve employees. Lush includes its employees in every facet of its business—from the causes it supports to the discussion of its products. Again, Lush does something unique. It sends new products to every employee’s home so they can use it for themselves. Employees are the brands’ best ambassadors so this intimate knowledge of each and every new product carries over to a high rate of customer satisfaction and loyalty. I visited three stores (Orlando, Carmel, and San Francisco) and in each location the employees had thorough knowledge of every product—from soaps to shampoos. Lush has thousands of employees who know the details of each product. I’ve visited many small businesses with far fewer employees who don’t know very much about the products or services. There’s no excuse for poor training.

Hire for cultural fit. Wolverton says Lush strives to hire people who don’t see it as a job but as a lifestyle choice. “It’s nice to work for a business you believe in,” says Wolverton. “They are working at a job where the values of the product fit the choices they make on their own.”

Lush’s strong growth proves that you can win in business by creating an environment where people have an opportunity to grow and to be involved in the business and its values. Above all, Lush teaches small business owners that it’s not enough to sell a product. Sell a story as well.