Because the essential goal of having values in the first place is to help us clearly understand what is expected of us, 
values help define the structure in which we work together. Core values accomplish this by:
• Delineating the principles for interactions between all stakeholders
• Communicating those values in a consistent and forceful manner
• Building a basis for reinforcement and enforcement of organizational values
• Providing a basis for personal and organizational accountability
• Setting the boundaries for acceptable behavior for all associates
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The simple four to six words or statements that are used to express an organization’s core values shape the interactions between the organization and its stakeholders—associates, customers, suppliers and community members. How stakeholders are treated dramatically affects whether they want to be associated with the organization. And this ultimately affects how the organization and its associates are perceived by outside observers. We have little or no control over how our employees treat customers if we don’t build a clear system of principles to guide their interactions.
During its heyday, before it was bought by larger and more impersonal organizations, Marion Laboratories had consciously developed a culture second to none. People lined up for the opportunity to work there. Even before its highly profitable years during the 1980s, Marion developed a complete system of values and a complement of associate responsibilities that set a standard for relationships and communication. Not only did Marion’s core values help steer the company through difficult periods of growth, they came to epitomize the company’s success, as the values were quoted as much as the company’s stock price. As reflected in the following reprint of Marion’s values statement, these values included being treated as an individual, having a safe workplace and support for personal and career growth. In return, associates were expected to make the company successful.