How Company Culture RUINED Your Life

Corporate cringe is getting out of control and it is clear why companies are desperate, almost to the point of obsession. It all started in 2013.
In 2013, Airbnb co-founder Brian Chesky wrote a letter to his company titled “Don’t F Up The Culture,” a phrase originally coined by investor Peter Thiel. This letter has become a classic text in startup circles, emphasizing why companies are so focused, almost to the point of obsession, on building their own unique company culture.

Chesky explains that in organizations, or even societies, where culture is weak, an abundance of strict rules and processes is necessary. However, when a culture is strong, fewer formal processes are required because people can be trusted to do the right thing. Families or tribes don’t need many rules because the trust and culture are so deeply ingrained. Companies, therefore, believe that creating a strong culture will make employees more engaged and easier to manage, with the overwhelming belief that the right corporate culture boosts productivity and creates a pleasant work environment.

Companies are willing to go to great extremes to create this kind of culture. Examples like Google, Tesla, Zappos, and Warby Parker showcase the appeal of companies where employees seem to enjoy their work and are satisfied with the community and benefits provided. These companies stand out in crowded markets, attracting top talent who are drawn to their unique environments.

However, this success has led many companies, especially trendy startups, to try and replicate these models. Unfortunately, many fall short, lacking the sophistication required to pull it off. Some companies ask employees to participate in odd rituals like dressing as farm animals, dancing before meetings, or even hosting mandatory rock-paper-scissors tournaments—all in the name of building culture.

What many employees experience, though, is oppressive, self-congratulatory "corporate cringe" at its worst. The forced team-building, phony friendliness, constant pressure to stay “on message,” and the replacement of personal autonomy with soul-crushing policies create a toxic atmosphere. Most employees can't even recite their company's values without feeling embarrassed. Yet, behind these corporate values is a set of real beliefs that employees are expected to genuinely hold about their organization’s identity.

Psychologically, this creates a phenomenon known as reactance, described by researchers as “an unpleasant motivational arousal when people experience a threat to, or loss of, their free behavior.” Many employees likely feel uncomfortable with these condescending activities but participate because they fear losing their jobs or missing out on promotions.

At the extreme opposite of this cringe culture is the cult-like atmosphere seen in some companies. A prime example is WeWork, once valued at $47 billion before its fall into bankruptcy. Former CEO Adam Neumann pitched WeWork as more than just a company—it was a cultural movement. The company hosted mass festivals, where drugs and alcohol were allegedly encouraged, and fostered a mandatory work-hard, party-hard mentality. Neumann convinced employees to work 20-hour days, attend 2 a.m. meetings, and participate in activities like taking shots of expensive tequila and smoking marijuana. He even tried to brand every aspect of life under “We,” expanding into gyms, schools, and co-living spaces.

WeWork's downfall, marred by lawsuits involving sexual harassment and discrimination, highlights a key driver of company culture: the CEO. Studies suggest that up to 80% of a company's culture is shaped by its founder. Companies tend to reflect the personalities of their leaders, for better or worse. If a CEO is competitive, the company will adopt an aggressive culture; if data-driven, decisions will be made based on metrics.

Founders also tend to hire, promote, and retain employees who share their outlook and approach, further cementing the CEO’s influence over the organization’s culture. The key takeaway? When choosing a company to work for, look closely at the founder. If you don’t want to become like them, that company is likely not the right fit for you.

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