WCM assesses both its own culture and that of potential investments by looking for an 'absence of fear,' a concept from Whole Foods founder John Mackey. This intangible quality indicates a high level of trust and psychological safety, which they believe is a prerequisite for high performance and innovation.

Founders must accept a lifestyle that excludes most social activities. The intense, shared mission of building a company fosters deep connections with colleagues that supplant traditional friendships. This sacrifice is a prerequisite for high-commitment entrepreneurship.

Culture isn't about values on a wall; it's about daily habits enforced by memorable rules. Ben Horowitz argues that rules need "shock value," like A16z's policy of fining partners $10 per minute for being late to a founder meeting. This makes the underlying principle—respect—unforgettable and non-negotiable.

Truly valuable professional relationships are forged in environments that foster clarity and genuine connection, like morning workouts or focused meetings. Alcohol-centric networking often leads to superficial or forgotten conversations, whereas sobriety provides access to a circle of high-performers who prioritize health and focus.

Instead of mandating a return to office, create an appealing environment people *want* to be part of. Use "carrots" like a beautiful office, high-value summits, and flexible coworking budgets. The soft pressure comes from sharing photos and creating a sense of a vibrant, connected in-person culture (FOMO).

Rituals like 'Waffle Wednesday' were not top-down mandates but organic traditions that fostered a family-like culture. This powerful culture became a self-correcting mechanism, quickly identifying and rejecting new hires who were selfish or not team players, often before management even noticed a problem.

Company-wide processes like annual planning often become bland and unopinionated to appease all stakeholders and avoid criticism. In contrast, companies with strong cultures often have opinionated leaders who champion specific, quirky rituals, which infuses the entire organization with a distinct and effective character.

Culture isn't created by top-down declarations. It emerges from the informal stories employees share with each other before meetings or at lunch. These narratives establish community norms and create "shared wisdom" that dictates behavior far more effectively than any official communication from leadership.