Sure, but i'd rather know how that's codified into business rules and policies. I try to do that for my own company. People change, staff moves, even if infrequently, you get a new CEO . . . qualifying this as a personal trait isn't much substance in my book. It's not concrete, even if it's an honorable intention. Sorry, but i don't see how you hinge a business plan on merely an intention to play nice. Google codified their original intent roughly as not doing crappy flashy adverts, so that's a tangible. But some processes are never immediately visible to customers, and how you you apply attitude as a criteria to that? If you run a shop which prides itself on exceptional behaviour (distinct from a market around you where you see values are a real reason hindering growth) is it not reassuring to try at leat to find some measurables? One might manage a lot of this in interview for new hires, or you might insist on a certain policy regards customer support, such as never giving a stonewall answer per a policy but giving your reps the power to look into a problem. What i'm suggestig is you can do wonders with company culture if you nurture it like a first born, but are there not times when this can be checked against behaviour more thoroughly? I'm thinking about the number of times my cellular reps promise me, voice and in writing, they'll fix a billing glitch, and not once have they come through. That's possibly measurable, as an example. As in "why does customer x contact us so much?"