Culture Isn’t a Democracy—It’s a Declaration

Every founder wants a place people love to work. I do too. But chasing approval from the loudest voices can wreck the very culture you’re trying to build. My stance is simple: define what you stand for, say it plainly, and hire people who actually want that. Anything else is chaos disguised as kindness.

The Core Truth: Alignment Beats Appeasement

We hit a stretch where a small group complained about everything. We tried to fix it all. Perks, policies, meetings, programs—endless tweaks. Then we noticed something alarming: our best people were leaving.

That’s when we drew a line. We shut it down and got clear. This is who we are. This is how we work. This is the culture. No spin. No sugar coating.

“We’re done with this. We’re not doing any of this stuff anymore. We’re focused on this is who we are. This is what we’re doing.”

The result? Fewer headaches, higher trust, and a team that chose the same direction. It reminded me of Coinbase’s call to drop politics from company life. People got angry and left. But who stayed? The folks aligned with the mission. That wasn’t cold. That was clarity.

“We’re not gonna be involved with anything political. This is what we’re about.”

Short term, moves like that sting. Medium and long term, it’s a strong decision. You end up with a group that wants the job you actually have, not the fantasy version they wish you had.

Hiring With Radical Candor

We changed our hiring process to say the quiet parts out loud. We try to scare people away. That’s not a joke. It’s respect.

“We try to scare people away. I try to tell people the ugliest parts of the job and the things they’re gonna hate.”

If you’re clear before day one, there are no surprises after day one. People can opt out early, and that’s a win for everyone.

Here’s what we do in interviews to make that clarity real:

• Spell out the toughest parts of the role.
• Share what will likely frustrate them.
• Explain the pace, the standards, and the pressure.
• Invite them to talk to current team members.
• Ask if that reality sounds energizing—or exhausting.

This simple shift filters for people who say, “I’m in,” with eyes open.

“I have them talk to other employees. What’s your least favorite thing here? What stresses you out?”

That conversation gives candidates a clear preview. Some walk away. Good. The right people for our company aren’t rattled by the truth.

Why Critics Miss the Point

Some argue that “great culture” must satisfy every voice. That’s a fantasy. Culture isn’t a crowd vote. It’s a set of choices that guides how work gets done. If those choices don’t fit someone, that’s okay. Adults can choose where they work.

Others warn that strong stances hurt hiring. The opposite is true. It improves fit. It filters out misalignment early instead of letting it poison morale later.

The Payoff of Clarity

When you stop bending to a vocal minority, your company gets lighter and faster. Meetings shrink. Gossip fades. Standards rise. And people know what success looks like because you told them—before they signed the offer.

“You know exactly what you’re not gonna like about the company.”

That level of honesty builds trust. It also protects your best performers, who want clarity more than comfort.

What Leaders Should Do Now

Here’s the playbook that worked for us. It’s not fancy. It’s firm.

• Write down what your culture is—and isn’t.
• Tell candidates the hard parts first.
• Make employee-to-candidate chats standard.
• Stop building programs to silence the loudest critics.
• Reward those who live the values, not those who shout the most.

Do this, and you’ll keep the people who align—and lose the ones who don’t. That’s not harsh. That’s leadership.

My view won’t change: you can’t buy loyalty with perks. You earn commitment with truth. Draw the line. Say what you stand for. Hire people who want it. The rest will sort itself out.

Frequently Asked Questions

Q: How do you know if a “vocal minority” is steering culture off course?

Watch outcomes. If small groups drive constant policy shifts while top performers leave, you’re serving noise, not the mission.

Q: Isn’t “scaring candidates” risky for hiring?

It filters for fit. People who choose in after hearing the hard parts are more engaged, stay longer, and perform better.

Q: What if strong stances reduce diversity of thought?

Clarity on how work gets done doesn’t block diverse views. It sets shared rules for execution so debate leads to results, not chaos.

Q: How can teams give honest previews without turning candidates off?

Pair the challenges with purpose. Explain why the standards exist and how success is measured. Invite chats with current employees.

Q: What’s the first step to reset culture after drift?

Publish a one-page culture statement. Share it in all-hands and in hiring. Align managers, then make decisions that match the document.