Provides brand values frameworks, differentiation tests, discovery questions, and behavior mapping templates. Auto-activates during values definition, core values curation, and values testing. Use when discussing brand values, core values, Lencioni's four categories, opposite test, antivalue, fire someone test, operationalizing values, Brene Brown values process, values discovery, or permission-to-play values.
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reference/templates.mdQuick reference for developing distinctive, actionable brand values using methodologies from Jim Collins, Patrick Lencioni, Brene Brown, Marty Neumeier, and Simon Sinek.
"You do not create or set core ideology. You discover core ideology." — Jim Collins
"Values are verbs, things we do." — Simon Sinek
"If you're not going to translate values from ideals to behaviors, it's better not to profess any values at all." — Brene Brown
Created by: Patrick Lencioni (The Advantage)
Not all values are equal. Understanding which type prevents common mistakes.
| Category | Definition | Characteristics | Example |
|---|---|---|---|
| Core Values | Unchanging values upon which organization was founded | Essentially immutable; 2-3 must-haves | Zappos: "Deliver WOW through service" |
| Aspirational Values | Values you want to cultivate for success | Goals, not current truths | "Working toward radical transparency" |
| Permission-to-Play Values | Values the market requires to participate | Table stakes, not differentiators | "Integrity," "Honesty," "Quality" |
| Accidental Values | Values that emerge organically | May be positive or negative | Informal dress code |
Key Insight: "Core values are non-negotiable. If you believe in them, you'll fit. If not, you won't."
Warning: Don't confuse aspirational goals with core values. Stating "quality is a core value" without demonstrating it waters down impact.
Apply these tests to ensure values are genuinely distinctive:
Ask: Could a reasonable company hold the opposite value?
| Value Claim | Opposite | Verdict |
|---|---|---|
| "Integrity" | "No integrity" | ❌ Not distinctive (no one claims opposite) |
| "Speed over perfection" | "Perfection over speed" | ✓ Distinctive (both are valid choices) |
| "Transparency" | "Privacy/Discretion" | ✓ Distinctive (some companies value privacy) |
Principle: Identify what value you're willing to give up to live your value.
| Value | Requires Sacrificing | Example Company With Opposite |
|---|---|---|
| Transparency | Privacy | Apple (legendary secrecy) |
| Speed | Perfection | Luxury watchmakers |
| Innovation | Predictability | Utility companies |
| Growth | Work-life balance | Bootstrapped lifestyle companies |
Key Question: "What are we willing to give up to live this value?"
Complete: "We are the only [category] that [benefit]"
If others can make the same claim, it's not distinctive.
Examples:
Ask: Does this value help make hard decisions? Does it force trade-offs?
Examples of Hard Choices:
Ask: Can you describe exactly what this value looks like in practice?
| Vague (Fails) | Specific (Passes) |
|---|---|
| "We value innovation" | "We regularly share unfinished work" (Pixar) |
| "We put customers first" | "We put students before tutors" (TutorX) |
| "We value collaboration" | "No brilliant jerks" (Netflix) |
At Zappos: "You can be fired for core value violations even if job performance is fine."
Ask: Would you terminate a high performer who violated this value? If not, it's not truly core.
"What motivated you to start this business?" — Identifies core beliefs
"What would be missing if we didn't exist?" — Reveals true purpose
The Five Whys (Denise Lee Yohn):
"What would you never compromise on, even if it cost you business?" — Reveals non-negotiables
"What decisions have you made that reveal your values?" — Past behavior predicts actual values
"What do you respect in other companies? What do you despise?" — Reveals values through contrast
Ask the team to formulate:
These reveal actual behaviors that can be distilled into values.
Examples:
Problem: Only 10% of organizations translate values into teachable, observable behaviors.
Identify 1-2 Core Values Maximum: The most courageous leaders tether to just 1-2
Define Aligned Behaviors: What specific behaviors demonstrate this value?
Define Unaligned Behaviors: What behaviors indicate you've drifted?
Create Observable Behaviors: Map each value to 3-5 observable behaviors
Identify "Slippery Behaviors": Sneaky actions that erode the value slowly
| Value | Aligned Behaviors | Unaligned Behaviors | Slippery Behaviors |
|---|---|---|---|
| Transparency | Share salary info publicly; Explain decision rationale | Hide leadership decisions; Corporate jargon | "Need to know" reasoning; Selective transparency |
| Innovation | Share unfinished work; Celebrate failed experiments | Punish mistakes; Require polish before sharing | "More research" before trying; Innovation theater |
Values should start with a verb:
Test: Employees should easily answer "Am I doing this?" with yes or no.
These could apply to anyone and therefore inspire no one:
| ❌ Generic Claim | Why It Fails |
|---|---|
| "To be the best..." | Everyone claims this |
| "To provide excellent..." | Table stakes |
| "To maximize value..." | Profit isn't purpose |
| "To help people..." | Too vague |
| "Making the world better" | Could be anyone |
| "Excellence in everything" | Means nothing |
| "Integrity" (alone) | No one claims lack of it |
| Mistake | Why It Happens | Fix |
|---|---|---|
| Too many values | Fear of leaving out | Limit to 3-4 max |
| Vague/generic values | Specific feels risky | Apply Opposite Test |
| One-time event | Values feel "done" | Build into daily rituals |
| Not operationalized | Behaviors require commitment | Map to 3-5 behaviors |
| Aspirational vs Core | Gaps feel vulnerable | Use Lencioni categories |
| No performance link | HR systems hard to change | Include in reviews |
"The actual company values are shown by who gets rewarded, promoted, or let go."
Values are verbs, not nouns (Sinek): Things you DO, not have
Distinctive values create enemies: If everyone agrees, not distinctive
The sacrifice is the point: Stand for something by standing against something else
Discovery over invention: Look inside at what exists authentically
Behaviors over beliefs (Netflix): What you reward/fire for = actual values
Few is better than many: 3-5 maximum; courageous leaders use 1-2
The gap kills credibility: Stated vs lived gap destroys trust
See reference/templates.md for:
For comprehensive values curation sessions, the brand-values-curator agent contains 1100+ lines of expert methodology including the complete output format with all templates for discovery, testing, operationalization, and documentation.