Uber has been in a leadership crisis for the last several years. In recent months, Uber has gone through a series of highly public missteps. Some highlights include:\n\nThe NYT published a bombshell report, accusing Uber of promoting a culture of sexual harassment.\nCEO Travis Kalanick berated an Uber driver on video.\nThe WSJ reported that Uber used a nefarious software to trick and avoid law enforcement.\nThe WSJ reported that Uber had \u201cmistakenly\u201d shortchanged drivers by millions of dollars, despite documentation that they were aware of this problem since 2015.\nUber announced it had lost over $700M in the first quarter of 2017 as its head of finance is departing to join another start-up. Uber has operated without a CFO since 2015.\nGoogle accused Uber of stealing proprietary self-driving car technology by hiring a former Google employee immediately after his resignation from Google; Uber later fired this employee.\nIt fired 20 employees for sexual harassment, including an executive who did not disclose that he was fired from ABC for sexual harassment.\nCEO Travis Kalanick was forced to resign; Uber now operates without a CEO, COO, and CFO.\n\nWhile the intense scrutiny began in February when Susan Fowler published a blistering condemnation of the abusive culture, the problems Uber faces today have been snowballing well before she came forward. We typically think of problems in the workplace \u2013 sexual harassment, embezzlement, a discriminatory hiring practice \u2013 as one-off instances of someone making a mistake. In reality, these issues are a culmination of a progression of looking the other way, lack of accountability, and mismanagement of culture. Growing and expanding a team is exciting \u2013 it means a company has identified its product-market fit and is gaining traction. As technology leaders quickly scale business operations and product development, the team and culture must scale with it. Making culture a priority from the start, rather than fixing it when it\u2019s broken (see: Uber) is critical for long-term success of the company.\u00a0\nIf you\u2019re a technology executive or startup leader, I know what you must be thinking: \u201cI\u2019m barely surviving here! We\u2019re treading water trying to launch our next product\/update; I don\u2019t have time to sit around and sing \u2018Kumbaya.\u2019\u201d I can really empathize with this \u2013 when every day and week can be life or death to the success of a business, taking a few hours out of an already packed schedule to think about leadership and culture can seem mundane. But here\u2019s the thing: If you\u2019re serious about expanding your company for the long term, you need to get ahead of your culture and mold it early, rather than do damage control. Here is a phrase you probably haven\u2019t heard before: Don\u2019t be the next Uber. By that, I mean think about your culture early and often, and shape it into the type of place your employees will love to come to every day.\nThe potential downside of not managing your culture are well document: Uber now has several investigations and lawsuits open; in 1985, NASA\u2019s culture of overconfidence and shutting down dissent led to the Challenger tragedy; Ford\u2019s culture of aggressive growth came under fire for releasing the Ford Pinto despite knowing the threat to consumers; the NFL\u2019s culture, led by Roger Goodell, has seen player safety take a major backseat and issues like domestic violence swept under the rug. Eventually, a toxic culture catches up, and it can lead to enormous mistakes, great talent leaving, decreased revenue, and potentially death.\nOn the other side of the table, managing a great culture can lead to some of the most productive and enjoyable places to work. Facebook, Google, and LinkedIn each made culture a priority from the outset, and are now among the most valuable companies on the planet. Zappos became a $1 billion company based almost entirely on the premise that if they build a company culture that prioritizes customer service and experience, it would flourish. Bain, McKinsey, and Boston Consulting Group \u2013 all high-performing and prestigious consulting firms \u2013 are among the top 15, according to Forbes. Beyond hitting huge revenues and valuations, these companies are also consistently rated as among the best places to work by employees.\nManaging your culture, especially in the fast-paced technology industry, can be daunting. Here are some tangible steps to take control of your culture early and often:\n\nMeasure your culture. Technology companies are data-driven by nature, so leverage this as a strength. Use anonymous survey data to regularly take the pulse of your company every few months and track improvements.\nAsk for feedback. Your employees know what they like and dislike, what are priorities for change and what are not \u2013 ask them! And once you have answers \u2013 listen. Don\u2019t assume employees are less intelligent or insightful on culture because they do not have the same vantage as you.\nPeer review. Many of the difficulties in managing culture arise due to unspoken problems and conflicts. Provide a channel for employees to give feedback to one another on each other\u2019s strengths and weaknesses.\nCreate a space for dialogue. Google has a weekly standing meeting where all employees around the world can ask the CEO questions or bring up discussion points. If you don\u2019t create a space where employees can raise their hand, they never will.\nSelect for culture. Discussing culture is critical, but failing to act on it wastes time, energy, and resources. Determine which people in your company exemplify the culture you seek to cultivate, and which people do not. Identify which operational practices align or do not align with your values.\nPositive reinforcement and negative feedback. Praise employees at any level for exemplifying the culture you want to instill in others, and speak up when you see people veering off track. If cultural problems go unspoken, they become acceptable over time.