Linus Tech Tips

That culture comes from a lack of process and experience of large organizations. The second that a team grows beyond 7 people it has grown beyond the direct control of any one person and the culture takes on a life of it's own. If not addressed early in growth, issues typically spiral and are either not caught or are allowed to exist out of a perceived necessity.

Small organizations are nimble so they do not need to formalize cultural and HR processes in the same way that large organizations do. If the leader sees something they don't like, they address it. It isn't just about basic respect. We all bring our own cultural issues to an organization. A lack of professionalism comes hand in hand with smaller creative organizations. That's what makes them entertaining. It also enables the toxic tendencies of some people as they are allowed to slip in and as the pressure builds. Don't confuse professionalism with respect.

These things don't happen immediately either. It happens over time as people get tired and impatient so they are not on their best behavior. We all go through a storming process. That's when toxic culture can set in if good lower level leadership doesn't catch and address it. That takes training and a formal approach to organizational structure, not just production processes.

I am one of those outside consultants.

I've seen the exact same thing on a company that went from 5 to 50 employees in a similarly short time frame.

The issue happens if you start with a friend group without decent structures or leadership "because we are friends/anyway". This works if you got 5 people but it doesn't if you have 50 or 150. Because you don't just have friends who are enthusiastic about the mission there, but you have to fill the ranks with people who actually want to treat this like a job. Now the "bro" culture starts to fall apart.

With this size you start to get real issues at work that need to be handled with a correct structure, which you don't have because senior management still feels this is just a startup full of bros.

Bros don't mind working 60 or even 80h/week, every week, because of the mission. Employees do mind. So now you have a workload designed for 60h/week per employee that is shouldered by a 40h/week employee. So either they work 60h (probably without compensation for the overtime) or they cut corners and deliver crap quality.

Same with the way people interact with each other. Bros don't mind some rough jokes, but employees usually don't like it that much if their real concerns get brushed aside with the suggestion to maybe "calm your tits".

When going from startup to real company, you need to make big changes to the structure and work culture. If you don't, an LMG ensues.

This reminds me of sexual misconduct allegations in the electronic music scene. When EDM blew up it elevated a bunch of basement dwelling computer nerds to rock star status. Musicians like Datsik and Bassnectar let that status go to their heads and immediately abused it.

Of course, there are many "learn-on-the-job" organizations that have gone forward and done amazing things.

However, while I agree that these issues don't naturally manifest themselves and stem from unprofessionalism and basic respect, I would argue that specialists and professionals in those functions (HR, Finance, Ops, etc) can help establish policies that mitigates and discourages such behaviors. If people can't do that voluntarily, then policies and consequences are enacted to enforce it.

This is why many companies (and I've worked in a few in the tens/hundred thousands of employees) have clear business conduct guideline policies and enforcement, because people who lack professionalism and basic respect for fellow humans are actually quite prevalent in any and every company. I've witnessed a few myself that led to immediate termination of my colleagues.