What You Do Is Who You Are: How to Create Your Business Culture

by Ben Horowitz

Kalanick’s code was dangerous but unique—only Uber had it. The new values are safer—but they could be anyone’s. Look again at the new code’s ethical injunction: We do the right thing. Period. Khosrowshahi is a strong CEO and likely has a comprehensive plan to program his values into the culture. But when we compare his precept to Louverture’s, there’s a clear gap in precision. What, exactly, does “Do the right thing” mean? And how does “Period” clarify that? Does “Do the right thing” mean make the quarter or tell the truth? Does it mean use your judgment or obey the law? Does it mean you can excuse losses by claiming some moral imperative? Will employees who are hired from a culture like Facebook have a different view of “Do the right thing” than employees hired from Oracle? Louverture spelled out what “Do the right thing” meant: don’t pillage, don’t cheat on your wife, take responsibility for yourself, personal industry, social morality, public education, religious toleration, free trade, civic pride, racial equality, and on and on. His instructions were specific, emphatic, and unceasing. It’s also critical that leaders emphasize the “why” behind their values every chance they get, because the “why” is what gets remembered. The “what” is just another item in a giant stack of things you are supposed to do. So for Uber to merely say We do what’s right, period, means the company missed a big opportunity. Finally, “Do the right thing. Period,” makes the issue seem simple, and...