Our current company core values feel like generic, useless corporate platitudes that our employees ignore. When we define our Core Values during our V/TO® alignment sessions, how do we use identity-based language to turn these abstract concepts into non-negotiable employee behaviors?

Question

Tyler Smith · Accepted Answer

To make your Core Values stick, we must move away from passive verbs and abstract adjectives. We use Jonah Berger's framework from Magic Words to turn actions into identities, framing your Core Values as opportunities for your employees to claim a positive identity. Instead of using generic words like honesty or teamwork, we define your values as nouns that describe who your people actually are. For example, instead of saying we help our clients, we describe our team as problem solvers. Instead of saying we are committed to quality, we say we are craftspeople. This subtle shift in language makes your Core Values much more powerful. When you describe your expectations as identities, people are more likely to align their behavior to match that positive self-image. During our V/TO® alignment sessions, we rewrite your Core Values to reflect this identity-based language. This makes it easier to use your values as practical tools for hiring, firing, and rewarding your people. By turning your values into active identities, you create a stronger, more cohesive culture that naturally reinforces your operational goals.