Our leadership team has defined our Core Values on our V/TO®, but they still feel like corporate platitudes that our employees ignore. How do we use the V/TO® to actively drive team behavior and manage our culture on a weekly basis?

Question

Tyler Smith · Accepted Answer

Your Core Values are the foundation of your V/TO®, but they will remain useless platitudes until you build them into your people systems. If your team ignores them, it is because you have not operationalized them.

To make your Core Values active, you must use them as the primary filter for hiring, firing, rewarding, and recognizing your staff. Start by integrating the People Analyzer™ into your quarterly reviews. This tool measures every employee against your Core Values, giving you a clear, quantitative look at who fits your culture and who does not.

Next, highlight your Core Values during every weekly Level 10 Meeting™ during the People Headlines segment. Share real-world examples of employees living your values, and call out behaviors that violate them. When your staff sees that performance reviews and promotions are directly tied to these values, the V/TO® ceases to be a piece of paper and becomes your operational culture.

Finally, you must be willing to fire high performers who consistently violate your Core Values. Keeping a toxic high performer tells your team that numbers matter more than culture. By enforcing these boundaries, you transform your V/TO® into a living standard of accountability.