How Appealing to Higher Values Inspires Action

"Appeal to the nobler motives." - Dale Carnegie

Introduction:

Have you ever wondered why some people seem to naturally inspire others to do the right thing? It’s not magic—it’s about appealing to their higher values. We all want to see ourselves as good, moral people. So, why not tap into that when trying to influence others?

Imagine what could happen if, instead of focusing on personal gain, you appealed to someone’s sense of fairness or their desire to contribute to something greater. Could that change the way you approach conversations or conflicts?

Explanation:

Think about it—most of us like to believe that we're good people, right? We want to be seen as fair, moral, and operating with integrity. That's human nature.

By tapping into these ideals, you can motivate others to act in ways that align with their inner sense of what's right. It’s not about manipulating people; it’s about reminding them of the values they already hold close.

When you appeal to higher values, you’re encouraging others to act not out of fear or obligation, but because it feels good to be honorable and just. And that makes all the difference.

Now, here’s the thing: everyone, no matter who they are, tends to see themselves as a moral and idealistic person. Even people who might be acting selfishly or dishonestly in the moment still want to view themselves as good at heart.

This is where you can work with them instead of against them. Rather than calling out someone’s faults or mistakes, find a way to appeal to the better version of themselves—the version they want to be. If you frame your argument in a way that aligns with their own view of themselves as fair or generous, they’re much more likely to listen.

Think about it: when was the last time someone criticized you, and you immediately felt like doing what they asked? It’s rare. But if someone speaks to your sense of honor or fairness, you’re more open to hearing them out.

Finally, one of the best ways to inspire better actions from others is to shift the focus away from personal gain and emphasize the greater good. When people feel like their efforts are contributing to something meaningful, they’re more motivated to act. This isn’t just about what you or they will get out of it; it’s about making a positive impact. When you appeal to noble motives, you’re encouraging them to think beyond themselves.

For example, imagine you're trying to encourage someone to take on a challenging project at work. Instead of talking about how it will boost their resume, talk about how their leadership could help the entire team succeed. It’s a subtle shift, but one that inspires action rooted in something deeper—something more fulfilling than mere personal benefit.

Reviving Responsibility Through Respect:

Imagine you’re at work, and one of your coworkers, Sarah, has been slacking off lately. She’s been missing deadlines, passing off tasks, and generally not pulling her weight. It’s frustrating because her work is affecting the whole team. You know it’s not your place to confront her directly, but it’s tempting to say something like, “You need to get it together,” or, “You’re making all of us look bad.”

Instead of going that route, though, you decide to take a different approach—one that appeals to her higher values. You know Sarah is someone who takes pride in being reliable and is usually a team player.

So, rather than focusing on her mistakes, you remind her of these traits. The next time you have a one-on-one moment, you say something like, “Hey, I’ve always admired how you keep things organized and make sure we’re all on track. Lately, it seems like you’ve had a lot on your plate. Is everything okay? I know you’re the kind of person who cares about doing a great job, and I just wanted to check in.”

At first, Sarah might be defensive, but you’re not accusing her of anything. You’ve acknowledged her strengths and gently reminded her of the standards she holds for herself. You’ve appealed to her sense of responsibility and pride in her work, which is much more effective than just pointing out where she’s been falling short. And that’s the key: you’ve framed the conversation around her higher values—her desire to be reliable, trustworthy, and someone who contributes to the team.

A few days later, Sarah comes to you and admits that she’s been struggling with some personal issues but hadn’t realized how much it was impacting her work. She thanks you for bringing it up in a way that didn’t make her feel attacked, and you notice that she starts making a real effort to get back on track. Her work improves, and the team feels the difference.

This everyday scenario shows just how powerful it can be to appeal to people’s higher values. Instead of putting someone on the defensive or focusing on their mistakes, you can remind them of their integrity, their sense of fairness, or their desire to do the right thing. In Sarah’s case, she wasn’t trying to let the team down; she had just lost sight of what mattered most to her.

By taking this approach, you create an environment where people feel respected and are motivated to live up to their best selves. It’s not about manipulating or guilt-tripping—it’s about giving someone the opportunity to reconnect with their values and act with integrity.

When we appeal to others’ higher motives, we encourage them to take ownership of their actions in a way that feels authentic and empowering. And in the end, that leads to a better, stronger team.

Tips:

When it comes to encouraging others to act in ways that align with their highest values, the approach you take can make all the difference. It’s not just about asking for what you need, but about appealing to something deeper in the other person—their sense of purpose, their self-image, and their desire to be seen as honorable and responsible. Let’s break this down into a few actionable tips on how to do this in your day-to-day life.

1. Focus on noble goals, making others feel their actions align with higher values.

One of the most effective ways to inspire people is by focusing on noble goals. When someone believes their actions contribute to something bigger than themselves, they’re far more likely to step up.

For example, say you’re leading a community project and you need people to volunteer their time. Instead of simply asking for help because “it’s needed,” appeal to the larger impact: “By volunteering, you’re not just helping out—you’re contributing to a cause that strengthens our entire neighborhood. You’re part of something that’s bringing people together and making our community a better place.”

This way, the request isn’t just about filling a spot on a schedule. You’ve reframed it in a way that taps into their desire to be part of something meaningful. It’s about connecting their individual actions to a greater purpose, making them feel like their contribution truly matters.

2. Frame requests in a way that appeals to self-image, making individuals feel responsible and honorable.

We all have an ideal version of ourselves that we strive to live up to. Whether we’re conscious of it or not, our self-image plays a big role in the decisions we make every day. So when you need something from someone—whether it’s a favor or simply their cooperation—it helps to frame your request in a way that reinforces their positive self-image.

Let’s say you’re managing a team, and one of your members has been missing deadlines. Instead of approaching the issue with criticism, try saying, “You’re someone I’ve always seen as reliable, and your ability to handle challenging tasks is something the team really values. I know things have been tough lately, but I’m confident you’ll get back on track and continue to be the strong contributor you’ve always been.”

Here, you’re not ignoring the problem. Instead, you’re framing the conversation around the person’s strengths and their potential. You’re appealing to their desire to see themselves as reliable and competent, which motivates them to live up to that image rather than feeling attacked or defensive.

3. Use empathy and shared ideals to inspire cooperation and resolve conflicts.

Sometimes, conflict arises because people feel misunderstood or unheard. When trying to resolve a disagreement or inspire cooperation, the quickest way to break down barriers is through empathy and appealing to shared ideals. The goal here is to show that you understand where they’re coming from and that you’re both working toward a common goal.

Imagine you’re negotiating with a client who’s upset about a delay in delivery. Instead of immediately defending yourself or your team, start by acknowledging their frustration: “I can see why this situation has been frustrating for you. We value your business and want to make sure we’re delivering the best service possible.”

Then, shift the focus to shared ideals: “We both want the same thing here—a successful project that meets your needs and helps us build a stronger partnership moving forward. Let’s work together to find the best solution.”

By using empathy, you’re showing that you care about their experience and aren’t just brushing aside their concerns. Then, by appealing to shared goals, you shift the dynamic from adversarial to collaborative. You’re no longer two sides of a problem—you’re two people working together toward the same outcome.

4. Acknowledge Efforts Publicly, Not Just Results

People love to be recognized for their hard work, not just their outcomes. Acknowledging someone’s effort—whether they’ve succeeded yet or not—can inspire them to keep pushing forward. Public recognition taps into people’s desire to be seen as dedicated and hardworking.

So next time you’re leading a project or working with someone who’s putting in the effort, don’t wait for the final result to celebrate their contributions. A simple shout-out like, “I see how hard you’re working on this, and it’s really making a difference,” can go a long way in keeping them motivated.

5. Be Transparent and Authentic

When making requests, transparency builds trust. If people sense that there’s a hidden agenda or that you’re not being fully upfront, it can backfire. If you’re asking for help, collaboration, or cooperation, be honest about why it’s important.

Let others know not just what’s in it for them but also what’s at stake for you or the organization. Authenticity makes people feel respected and valued, which increases the likelihood of them responding positively to your appeal.

For example, if you’re a manager asking for extra hours during a busy period, you could say: “I know it’s asking a lot, and I wouldn’t make this request unless it was absolutely necessary. Your contributions have been vital, and we’re counting on your expertise to meet this deadline.”

6. Involve People in the Process

Instead of making decisions for people, invite them to be part of the solution. When people feel they have a voice and some control over the outcome, they’re more likely to be motivated and committed.

If you’re trying to solve a problem, ask for their input: “What do you think would be the best approach?” This makes them feel valued and part of something bigger, which naturally encourages them to act with integrity.

7. Lead by Example

Actions speak louder than words. If you want others to act with integrity and align with higher values, be the first to model those behaviors. Whether it’s showing up on time, being transparent, or taking responsibility for your mistakes, people notice how leaders behave.

If they see you acting with integrity, they’ll be more likely to follow suit. For instance, if you’re part of a team and you expect others to stay late to finish a project, staying late yourself and working alongside them will set the tone.

8. Use Positive Reinforcement

Encouraging the behaviors you want to see through positive reinforcement can be highly effective. When people act in line with higher values—like showing honesty, fairness, or dedication—make sure to acknowledge it.

This can be done through praise, rewards, or even just a simple “thank you.” Positive reinforcement makes people feel good about their actions and increases the chances they’ll continue to behave in that way.

9. Be Patient and Give People Time to Reflect

Sometimes, appealing to higher motives doesn’t produce an immediate result. People may need time to reflect on their actions and the values you’ve appealed to. In moments like these, patience is key. Instead of pushing for an instant answer or action, give people space to consider how they want to respond.

For instance, imagine you’re working with a colleague who’s hesitating to take on a leadership role in an important project. You could say, “I know stepping into this role is a big responsibility, and I don’t expect you to decide immediately. Take a day or two to think it over, and we can discuss any concerns you have. I’m confident that you’re more than capable, but I want you to feel fully ready before committing.”

This respect for their process can actually encourage them to think more deeply and act with greater integrity.

Conclusion:

By appealing to noble motives, you encourage others to align their actions with their ideals. This method not only resolves conflicts but also builds long-term trust and fosters stronger relationships. Ultimately, people are more likely to follow your way of thinking when they feel they are acting with integrity.

References

1. "How to Win Friends and Influence People" by Dale Carnegie, 1936

2. Some images involve AI technology.

This article is part of the "Positive Workplace Culture" series.