
Ben Horowitz's culture-shaping manifesto reveals how actions define organizations. Recommended by McKinsey and tech leaders, it controversially draws leadership lessons from Genghis Khan and Toussaint Louverture. What if your company's success hinges not on what you say, but what you do?
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A middle manager at your company lies regularly. Everyone knows it. Yet he keeps getting promoted. You preach honesty in every meeting, display integrity on your office walls, and genuinely believe in truthfulness. But your culture-the real one-rewards deception. This jarring disconnect reveals a fundamental truth: culture isn't what you say or what you believe. It's what people do when no one's watching. It's the invisible operating system running beneath every decision, every interaction, every crisis. And here's the uncomfortable part-you can't see your own culture clearly because you're swimming in it. But your newest employee? They see it instantly, in their first week, before they learn to rationalize the contradictions. Culture determines whether your company thrives or implodes, whether your strategy succeeds or fails, and whether talented people stay or flee. The question isn't whether you have a culture. You do. The question is whether you're deliberately shaping it or letting it shape itself.