We read the whole business, not the org chart.
How your people feel and how your operation runs are the same problem wearing two hats. We work on both — and we tell you the truth about what we find.
Kaitie Brinston
“I started Culture Academy because the owners of these businesses — and the people in them — weren’t able to get the quality of life and the standard of living I strongly believe everyone deserves.
“It wasn’t anyone’s fault. There were no fingers to point. Owners and leaders really care about their people, and want them to have an awesome experience in the business. Employees really care about the business and their leaders. But something was broken: nobody was measuring what mattered — and what we measure, we can manage.
“It was an awareness problem — cue the audit. And an execution problem — cue fractional support. The more you know, the more you grow.”
Kaitie is honest and genuine — she’ll say the hard thing, but never in a way that puts your back up. You get the read she actually has, not the read that’s easiest to deliver.
A whole team, not one set of eyes.
Experienced people with a range of expertise — so an engagement isn’t limited to what any one person happens to be good at.
Four things we don’t bend on.
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Evidence before opinion
We interview your people and segment the data before anybody offers a theory. What comes back is what we heard, not what we assumed on the way in.
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Say the hard part
Softening a finding until it’s comfortable is how it gets ignored. We deliver it straight, and we stay to help you act on it.
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Culture and operations together
Morale problems are often process problems, and process problems become morale problems. Treating one without the other is how organizations end up running the same fix twice.
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Leave it better than we found it
The goal is a healthier organization from the top to the bottom — not a report that reads well and changes nothing.
Purpose-driven organizations that care what their people think.
That includes triple-bottom-line companies — the ones that measure success by their people and their impact, not only their profit. If you genuinely want to know what your people think, we’ll get along.
Most of our work starts the same way — a merger, a fast stretch of growth, or a leader one to three years into the role who can feel something is off.