In 2009, a small but fast-growing company called HubSpot made a bold move. Instead of relying on traditional hiring strategies, its founders, Brian Halligan and Dharmesh Shah, decided to build a workplace that would attract the kind of people who thrived in an environment of autonomy, creativity, and trust. They weren’t just looking for employees; they were shaping a culture so strong that top talent would come knocking on their door—not the other way around.
It worked. HubSpot’s culture became its greatest competitive advantage, leading to multiple Best Places to Work awards and a workforce that wasn’t just skilled, but deeply aligned with the company’s mission.
The best entrepreneurs don’t scramble to find great people. They build companies where the best people want to be. They create workplaces that inspire, challenge, and empower—where talent doesn’t just show up for a paycheck but for the chance to be part of something meaningful.
How do they do it? It’s not about flashy perks, gimmicky office spaces, or micromanaging every move. It’s about something deeper: a vision, a mindset, and an environment that naturally attracts and keeps top performers.
Let’s break down the key principles that make it happen.
It Starts with the Founder’s Vision
Walk into any company with a thriving culture, and you’ll notice something right away: the energy, the way people interact, the sense of purpose that’s almost tangible. That doesn’t happen by accident. It starts with a founder who sees something bigger than just revenue targets and quarterly growth.
Take Tony Hsieh, the late CEO of Zappos. When he took over the struggling online shoe retailer, he didn’t focus solely on sales. Instead, he built a company around one radical idea: Make company culture the top priority, and everything else will follow. He wasn’t just talking. He put his money where his mouth was—offering new hires $2,000 to quit if they didn’t feel aligned with the company’s values. That’s how much he believed in the importance of having the right people in the right environment.
Great entrepreneurs understand that culture isn’t just about team-building exercises or motivational posters. It’s about a clear vision that sets the tone for how people work, interact, and grow within the company. They know that when employees buy into that vision, they’re not just working a job—they’re part of a movement.
It’s easy to think of culture as something that happens over time. But the truth is, the best company cultures are designed with intention from the very beginning. The way a founder leads, communicates, and even makes daily decisions ripples through the entire organization.
- If a founder values transparency, teams will feel comfortable sharing ideas (and failures).
- If they prioritize speed and agility, employees won’t waste time on bureaucratic bottlenecks.
- If they genuinely care about people, that mindset trickles down to every level of the company.
Culture isn’t a memo. It’s a reflection of the founder’s mindset. And when that mindset is strong, the right people naturally gravitate toward it.
Autonomy and Trust Breed Excellence
In 2012, a software engineer at Spotify had an idea for a new playlist feature. Instead of waiting for approval from upper management, they built a prototype, tested it, and presented it to leadership. The response? Run with it. That feature became one of Spotify’s most popular offerings.
Great entrepreneurs don’t create cultures where employees wait for permission. They build environments where people feel trusted to take ownership of their work. Top talent doesn’t want to be micromanaged. They want the freedom to solve problems, take risks, and push boundaries.
Basecamp, a remote-first company, thrives on this philosophy. Employees aren’t bogged down by endless meetings or bureaucratic layers. They’re given autonomy and expected to use it wisely. The result? A team that moves fast, stays engaged, and produces exceptional work.
Trust isn’t about giving employees free rein to do whatever they want. It’s about creating a structure that empowers without suffocating:
- Clear expectations, not rigid rules – When people understand the goal, they don’t need to be told how to get there.
- Freedom to experiment – If employees know they won’t be punished for mistakes, they’ll be more willing to innovate.
- Accountability without micromanagement – When trust is given, people tend to rise to the occasion.
The best employees don’t just want a job. They want a role where they can contribute meaningfully without having someone constantly looking over their shoulder. The best entrepreneurs build cultures where that’s the norm.
They Create an Environment Where People Want to Stay
In 2015, Airbnb made an unusual hire: a global head of employee experience. Their reasoning? If we take care of our people the same way we take care of our guests, they’ll stay and thrive. This wasn’t about free snacks or fancy perks. It was about building a workplace where people felt valued, supported, and invested in.
Top talent doesn’t stick around for ping-pong tables or Friday happy hours. They stay when they feel challenged, respected, and part of something bigger than themselves. Companies that understand this don’t focus on retention tactics—they focus on creating an environment that people don’t want to leave.
Netflix is famous for its freedom and responsibility culture. Employees aren’t bound by strict vacation policies or excessive oversight. They’re treated like adults, trusted to manage their own time, and expected to deliver. That trust creates loyalty.
Great cultures are built on three core elements:
- Growth Opportunities – Talented people want to keep learning. Companies that invest in mentorship, skill development, and career progression don’t lose their best employees.
- Recognition and Respect – A competitive salary is great. But genuine appreciation, fair treatment, and leadership that listens? That’s what makes people stay.
- A Shared Mission – Employees who believe in the company’s purpose aren’t just working for a paycheck. They’re working for something they care about.
Turnover isn’t just a hiring problem—it’s a culture problem. The best entrepreneurs don’t need to convince their people to stay. They create workplaces where leaving feels like the bigger risk.
Failure Isn’t Punished—It’s Part of the Process
In 2010, SpaceX was on the verge of collapse. Three rocket launches had failed, each costing the company millions. Any other CEO might have panicked, shut everything down, or started pointing fingers. But Elon Musk didn’t. Instead, he doubled down, analyzed every failure, and pushed forward. The fourth launch succeeded—and it changed the future of private space travel.
The best entrepreneurs don’t create cultures where people fear mistakes. They build environments where failure is seen as a stepping stone, not a career-ending disaster. Top talent thrives in places where they’re encouraged to take smart risks, solve hard problems, and learn from missteps without the fear of punishment.
Google embraces this with its famous “psychological safety” approach. Teams perform best when they feel safe enough to share ideas—even bad ones—without fear of judgment. Some of their biggest innovations, like Gmail and Google Maps, came from experimental projects that could have easily flopped.
A culture that encourages risk-taking isn’t reckless. It’s structured to foster learning:
- Mistakes are analyzed, not penalized – Instead of blame, great teams ask: What did we learn? How do we improve?
- Iteration is built into the process – The first attempt rarely works. Companies that innovate create room for refinement and testing.
- Leaders own their failures – If leadership isn’t afraid to admit missteps, employees won’t be either.
Top performers don’t want to play it safe. They want to push boundaries. The best cultures make sure they have the space to do it.
The Unspoken Rule: They Lead by Example
In 1997, when Amazon was still a scrappy startup, Jeff Bezos made a decision that set the tone for the company’s culture. Instead of splurging on fancy desks, he instructed employees to build their own out of cheap doors from Home Depot. It wasn’t about being frugal—it was about reinforcing a mindset: We focus on customers, not luxuries.
Great entrepreneurs don’t just talk about culture. They embody it. Employees don’t follow mission statements; they follow actions. If a founder expects hard work but leaves the office early every day, their words mean nothing. If they value transparency but withhold key decisions, trust erodes fast.
Elon Musk sleeps on Tesla’s factory floors during production crunches. Satya Nadella transformed Microsoft’s culture by prioritizing learning and empathy—starting with himself. The best company cultures aren’t built through policies. They’re shaped by leaders who live the values they preach.
What does leading by example actually look like?
- Working as hard (or harder) than the team – People respect leaders who put in the effort, not just issue commands.
- Treating people with the same respect at every level – Employees notice how leaders interact with interns, janitors, and executives alike.
- Taking responsibility when things go wrong – A culture of accountability starts at the top.
A company’s culture is only as strong as the leader behind it. And when that leader sets the right example, the rest falls into place.
Building a Legacy, Not Just a Business
In 2001, Howard Schultz walked into a Starbucks store unannounced. He didn’t meet with executives or inspect financial reports. He sat with baristas, listened to their stories, and asked what they needed to do their best work. That moment defined his leadership—one built on people, not just profit.
The best entrepreneurs don’t build companies that just function. They build workplaces that inspire, challenge, and retain the kind of people who elevate everything they touch. Their cultures aren’t shaped by policies or perks but by a deep understanding that success isn’t about who you hire—it’s about how you empower them.
Talent will always follow environments where they feel trusted, challenged, and valued. And the companies that get this right? They don’t just attract top performers. They create movements, shape industries, and leave legacies that outlast any single leader.
The question isn’t how do you hire great people? It’s what kind of culture are you building for them to thrive in?
