Better Culture Creates Better Business with Brett Hoogeveen
bau--she-they-_1_10-01-2025_124029: [00:00:00] Hello, today I'm excited to welcome Brett Hoge, CSP, an international leadership and culture expert, and the co-founder of Better Culture to Business as unusual. Brett helps organizations move beyond business as usual practices by showing how culture itself can become a competitive edge.
With a background that bridges engineering, healthcare, leadership, and startup investing, he brings a unique real world perspective to what makes workplaces thrive. As a speaker, investor, and host of the Better Culture Podcast, Brett shares practical tools and strategies built on one powerful belief. Better culture creates better business, which I totally agree with.
Welcome to the show, Brett.
brett-hoogeveen_1_10-01-2025_134028: Hey, thank you for having me.
bau--she-they-_1_10-01-2025_124029: Yeah, I've been really looking forward to this. And, uh, so I'll dive right in and say like, I feel like because culture can be perceived as sort of a soft skill or is not as quantifiable for people, that that can be a challenge. But what would you [00:01:00] say a challenge you see in bringing this awareness or this competitive edge to businesses is.
brett-hoogeveen_1_10-01-2025_134028: I see. challenges that jump to mind. Number one is that people who are more business oriented, financial oriented, numbers oriented, may think that it's just. Soft meaning unimportant.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: and, uh, and most leaders understand that Things like obviously turnover, retention, productivity, uh, risk, customer satisfaction, safety, um, let's see, where else could I go? like that actually do have a financial value to their business. Uh, but they don't always tie that directly to. How you treat people, how you, the
bau--she-they-_1_10-01-2025_124029: Right.
brett-hoogeveen_1_10-01-2025_134028: And so I spend a lot of time being a numbers person. Thank you for the intro. In the background as an engineer and a financially minded person explaining to people that I, most of our clients, they don't think culture is soft or squishy from a numbers perspective.
They're
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: no, there's, there's [00:02:00] absolutely measurable business value on an every month basis to making sure that we create a great place to work. So that's the main one. Yeah.
bau--she-they-_1_10-01-2025_124029: I, I hear that I, I spent 13 years running small grassroots nonprofits. And I really invested in my people. And the lack of turnover. 'cause most of 'em, the turnover's right between six months and 18 months that I had people that stayed for three to five years. And the, the lack of turnover, you could really see it in understanding of the systems, the relationships that just made everything work more smoothly and, and function better. But it was, this was a while ago. I won't say how long, uh, but it wasn't something people were talking about. And it was hard to explain the, the measurement of it. So that's why I was asking about that.
'cause I feel like that's a, the people that get it, really get it. But then try to explain it when they don't, can be tricky. 'cause there is a measurement, there's a measurable value, but it's not always something you can point specifically to, or maybe you've solved that
brett-hoogeveen_1_10-01-2025_134028: no. Well, there are things you can measure. There
bau--she-they-_1_10-01-2025_124029: right.
brett-hoogeveen_1_10-01-2025_134028: things you can [00:03:00] measure, but I forget who, who has this wonderful quote. I wish I could attribute it, but it's a fantastic quote and it says, not everything that counts can be counted,
bau--she-they-_1_10-01-2025_124029: mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: everything that can be counted counts.
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: what I mean by that is there are all kinds of things that actually are delivering real meaningful value to a business that you can't, you can't perfectly measure. You can't measure an end of one how, how- I just got off a call with a large organization that wants to make an investment in culture and they, the story they told me about how they think about culture is it's a big industrial company. And they said, look. We had an issue that could have been a $400,000 issue. And we had an employee, who's a salary employee, who could have decided to go home on Friday afternoon, but instead, he didn't, he, he acted like an owner. He was invested in the business and he came in over the weekend to get this, this issue taken care of, and nobody had to tell him to do it or make him do it.
He just. He, he takes pride in the work and what they [00:04:00] do, and that increases the value of everything. You know, you have people that just, they're, they want to do their jobs well. Right?
bau--she-they-_1_10-01-2025_124029: Right. Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: part of the value of culture Right now, how can you, how much value, what's the risk? How likely would that have been a $400,000 issue or not?
I, I don't know. But I can tell you that the senior CHRO just told me that that's how their executive team for this global company, is thinking about culture. Is we, we want to try to help our people think this isn't just a job. It's something that I tie my, my ego and my pride to, and that I feel excited to do
bau--she-they-_1_10-01-2025_124029: Mm-hmm. It's more fulfilling when, when you can find that type of space in your, in your work there, there's something about it that's a little bit more motivating to show up and do things.
brett-hoogeveen_1_10-01-2025_134028: I.
bau--she-they-_1_10-01-2025_124029: What are the things that, that you shared it. A lot of times people think of leadership and culture as sort of top down. And you kind of come in with your philosophy and your work to, to really create an opportunity for the [00:05:00] employees.
And there's a bottom up approach. And I'd like you to talk about that. But also the other part is that, the top down part or the, the, the, the part that involves the, the leadership is their willingness to actually be influenced and impacted by those bottom up initiatives, right? Like if someone has, if you have a, if you have a cultural or a bottom up initiative, but the leadership shuts it down or uses their influence to kind of derail it, that's not gonna work either.
So it feels like it's really a strong partnership that matters between everybody, honestly.
brett-hoogeveen_1_10-01-2025_134028: Yes, the partnership is essential. You know, you will make relatively, I wish this wasn't the case, but it is. You will make relatively little progress in an organization if you don't have the executives saying. Culture and the way we treat people, the way our employees feel about their work is a priority, right? Now, they don't have to do all the work, they don't even have to do much of the work, but they have to value it and prioritize it and, and [00:06:00] celebrate the people who are doing the work and who are trying to make the organization a better place to work. Um, if, if your executives at a minimum, you know, we always say they don't have to build, build the set, but they can't knock it down. They've gotta, they've got to say, yeah, absolutely. This is something we allocate time, budget, resources that we celebrate, that we praise, and that we really, really value. Right? And if you don't have that, you, you can build great, you can build a great team, right?
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: great team, two great teams, three great teams, but you can't build a hundred great teams without executives saying, no, this is what it means to build a culture in our company and what we care about.
bau--she-they-_1_10-01-2025_124029: Yeah. What I also think that, and I, and people don't always, in my observation, understand the impact of their influence. And I, I had an acquaintance several years ago who was working at a company where they said, you know, it's really important that you guys take care of yourselves. Or if there were sort of a younger company, so it was very lots of hours and people were really invested. And one of [00:07:00] the founders would constantly send emails and work at like three in the morning.
And then he would say, oh, no, no, no one should do that. And I was like, someone has to explain to him that if he's doing that, people are gonna unconsciously believe that that's how you're successful. It doesn't matter how many times you say, don't do that. If you keep doing that, that creates that impression, that culture that no, we're just a hundred percent working 24 hours a day, or whatever that is.
brett-hoogeveen_1_10-01-2025_134028: Yeah.
bau--she-they-_1_10-01-2025_124029: And I thought that was a, to me it was that moment of realizing there's also those unconscious behaviors that we have. 'cause we, we care, we're awake. You know, I, I work sometimes late at night 'cause I love what I do
brett-hoogeveen_1_10-01-2025_134028: Yeah,
bau--she-they-_1_10-01-2025_124029: it, it, it does create an impression or an influence.
brett-hoogeveen_1_10-01-2025_134028: it does, and I think that's actually a very hard thing to navigate. Because, let's just talk about the way I, we run our company, right? So we have six employees at better culture I work really hard to encourage, we have unlimited time off
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: we have all the same issues that most companies that do [00:08:00] that have, which is my team doesn't take a lot of time off.
And it's like, guys, I want you to do that. I want you to do that. But at the same time, I know they love their job. I know that they're committed to what we do. And if they want to do some work on an evening or a weekend, like if they wanna do it. Which they don't very often, but if they
bau--she-they-_1_10-01-2025_124029: Right.
brett-hoogeveen_1_10-01-2025_134028: like I I, I, we want work life integration, right?
We
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: And if you wanna take Tuesday afternoon off, do it. If you wanna leave at three, do it. If you don't wanna work at all this week, take vacation. Like, you know, so I, my, the way I like to work is I like to work. When I wanna work and I like to have an employer that supports that. Right. And so
bau--she-they-_1_10-01-2025_124029: Right.
brett-hoogeveen_1_10-01-2025_134028: sometimes that means I start work at 11.
Yeah.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: need to do anything this morning. You know, I went to the gym and I went for a walk with my wife and my dog and like, I took my kids to school. Today I'm gonna take my daughter to a den, uh, to an eye appointment at three 20. And you know, it's just like, great. I'll probably do some work later tonight, but I don't have to.
bau--she-they-_1_10-01-2025_124029: Right.
brett-hoogeveen_1_10-01-2025_134028: to. And that's what culture does, is it makes people [00:09:00] want to not feel like they have to.
bau--she-they-_1_10-01-2025_124029: Yeah. Well, and I think that what you talk about too is there's a little bit of a balance in that. In the situation that I observed, there wasn't any of that taking. It was all, it was a hundred percent always working, no pausing. And that that does have an influence in how people think success looks like at the company.
Right.
brett-hoogeveen_1_10-01-2025_134028: Yes.
bau--she-they-_1_10-01-2025_124029: And your, it sounds like yours is more, like you said, integration, you could be successful and also have time with your family, or, you know, be flexible about when and how you do things.
brett-hoogeveen_1_10-01-2025_134028: you know what's funny? And it depends on the work, right? There's some work that is stressful, that is distracting. There's other kinds of work that's kind of just interesting and fun and you know, like, and so I don't know, I think every organization has to figure that out a little bit. But I know I, I've seen multiple organizations that I've worked at firsthand where like getting a phone call in the evening was no big deal because. Hey, it's my friend [00:10:00] Colin, and so they're working on something. How can I help? You know, it's
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: oh, my boss needs me. And like, you know, it, it, it feels very different when it's something you wanna be a part of versus feel like you have to be a part of.
bau--she-they-_1_10-01-2025_124029: Yeah, I do think that freedom is a big, like one Yes. The, the comradery and the connection. 'cause we, I'm a, I'm someone who likes to. The collaborative effort. So a lot of the people that I work with, I have very strong relationships with. It always feels kind of fun to chat with them. It doesn't necessarily feel like a lot extra.
And also, I know I could say no. I can say, oh, you, no, I, I'm right now I'm doing this other thing. And it doesn't feel like it's a risky thing. And I think that's the maybe one of the differences in that kind of culture versus the, um, the less satisfying, we're working all the time
brett-hoogeveen_1_10-01-2025_134028: you're
bau--she-they-_1_10-01-2025_124029: situation.
brett-hoogeveen_1_10-01-2025_134028: right. It's, it's a risk-free. risk is the part, right, where
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: don't respond, I'll be in trouble. Or if I can't answer, I'll be looked down upon. And as long as you get that out of there where it's like, no, [00:11:00] you're at your, you're at, you're, you're at a, you're like, you're busy.
Don't answer. That's
bau--she-they-_1_10-01-2025_124029: Yeah. And that's fine. Yeah.
brett-hoogeveen_1_10-01-2025_134028: yeah.
bau--she-they-_1_10-01-2025_124029: Do you have a couple of tips like someone's listening and they're like, well, what is, what is this culture thing anyway? How would. How, how would I try that where I'm at or what, what's the first thing you recommend or something like that?
brett-hoogeveen_1_10-01-2025_134028: Well, there, there are two big things that we, that we focus on with organizations that want to, that, that we're clients that are trying to become better and better and better places to work. And the first is how do leaders show up? What are their skill
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: Right? And so we do a lot of leadership training and leadership development work. Whether that's, um, in-person training or video based programs or our once a year conference or stuff that we do to upscale leaders. And that's the biggest thing that an organization can do that wants to, to build culture is um. Take on the goal that you want to have a, that every employee in your organization, whether it's a five person company or a 500 or 5,000, [00:12:00] every employee should work for a kick butt manager right
bau--she-they-_1_10-01-2025_124029: Hmm.
brett-hoogeveen_1_10-01-2025_134028: now, you can't snap your fingers and do that overnight, but if that's your five-year goal or whatever, that we're gonna elevate managers, we're gonna put the right people in those right roles that will do more than anything else to help you build a great culture is have the right people in those roles and, and. their skill sets so that they're leading in a way that builds a healthy team and culture. So
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: that's number one, is improve the skills of leaders. Number two is teach every employee what they can do to be a better team player and contributor.
bau--she-they-_1_10-01-2025_124029: Hmm.
brett-hoogeveen_1_10-01-2025_134028: So we've, the last few years had a lot of fun trying to think what would it look like to build a great culture from the bottom up to not make it all leaders' responsibility. And uh, we build a product on that front called our 20 Tenets of culture, which is 20 different attitudes and behaviors that employees can show up with that are both good for them and good for their company. And that's been a lot of fun to dive into as well.
bau--she-they-_1_10-01-2025_124029: That sounds fantastic. What does success look like for you?[00:13:00]
brett-hoogeveen_1_10-01-2025_134028: Me personally or the company or what direction you wanna take that
bau--she-they-_1_10-01-2025_124029: It's up to you.
brett-hoogeveen_1_10-01-2025_134028: you know. Um, I used to think, so we, we started, I, I, I ran a different leadership development company, uh, for about 10 years and we rebranded it five years ago to better culture. And, Silicon Valley has these funny, like, uh, like every company out there has these missions that are like, make the whole world better,
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: And when we started Better Culture, we, we said, Hey, our mission is, let's make the world a better place to work.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: a small business. Um. felt really far out of reach a long time. Like when we did that, it was like, oh boy, that's, is that too big? But over the last few years, like reach is starting to get out there.
We have clients across all sorts of different geographies. We have a great podcast, we have a great, uh, team that's making an, we're, we're producing content. We're getting out there and, and I feel like we're actually starting to make a difference on making the world a better place to work. So. Ultimately, that is what [00:14:00] success looks like for me, is more organizations prioritizing culture, more leaders being more effective, better leaders, and more employees saying, you know what? I kinda like my job. You know, like
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: goal. That's what success looks like.
bau--she-they-_1_10-01-2025_124029: I'm all, I'm here for it.
brett-hoogeveen_1_10-01-2025_134028: Good.
bau--she-they-_1_10-01-2025_124029: What advice would you give your 18-year-old self?
brett-hoogeveen_1_10-01-2025_134028: I would say. Try things, think big, um, you know, stretch, use your creativity a little bit.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: 18-year-old self was pretty locked in. I was thinking more about career than I was thinking about, um, culture.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: I was more interested in what, what my profession was going to be. And I think that's normal. You know, you have to figure out what you
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: to for school, et cetera. Um, but what I, what I've learned since is that. The type of company you work for and the type of people you work with matters a [00:15:00] whole lot more than what you do.
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: I think I would tell myself, focus more on people and culture and less on if I'm gonna be a civil engineer or a, you know, et cetera. I think that's what I would do.
bau--she-they-_1_10-01-2025_124029: That's good advice. Kind of at any age
brett-hoogeveen_1_10-01-2025_134028: Yeah.
bau--she-they-_1_10-01-2025_124029: usually it's usually it's applicable to all ages, but it's one of my favorite questions 'cause it's like, and, and would your 18-year-old self have listened? That's my like,
brett-hoogeveen_1_10-01-2025_134028: Nope, he wouldn't.
bau--she-they-_1_10-01-2025_124029: nope. And that's, that's probably exactly right. But uh, is there anything that. Uh, you're like, I say this, like, are there any things that you wanna talk about that we haven't touched on?
brett-hoogeveen_1_10-01-2025_134028: Oh, yeah, sure. You give me a, a big softball. Why not,
bau--she-they-_1_10-01-2025_124029: There you go.
brett-hoogeveen_1_10-01-2025_134028: You know, I, I'm on a little bit of a kick that organizations, whether you're big or, or small, almost most companies have do some strategic planning.
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: have a, you know, a one year, [00:16:00] five year, plan. those same leaders, again, small business or big business, they will all tell me that culture really matters in
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: that people and culture matters. But almost nobody includes a plan in their strategic planning for whatcha gonna do to improve your culture. Whatcha gonna
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: you know, a year from now or three years or five years from now, do you have a plan for how your employees are gonna like their job more? How your leaders are gonna be more effective? And if they don't, I really think they're making a mistake. Um, because culture matters it adds value. Everyone agrees. But so few companies tell me. they're gonna actually do to make their culture better in
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: 12 months or 24 months. And so, I don't know, I I, we self-serving, we, we do that as a service, but we don't do enough of it.
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: say, you know what, Brett, you're right. We need a strategic plan for how our culture's gonna improve, and we're gonna take some time as [00:17:00] an executive team to talk about it. Um, it's a, it's something we started doing a few years ago. And I'm not doing nearly as much of that work as I thought I would be.
So, uh, that's a hot button for me is I think people really be thinking long term about continuous improvement on culture.
bau--she-they-_1_10-01-2025_124029: I agree with that. I, I wonder if it's related to something that I've observed, is that people will think of things like that as either something that just kind of happens or it's sort of magical, right? Like, I don't, I don't wanna mess with it. People also do that with budgets. I, I've worked with people who are like, I can't look at the numbers.
And I'm like, but how do you live without that? They're like, well, if I do, I'm gonna mess up the magic. They don't say that out loud, but that's clearly what's happening. And it's like, that's so interesting. And I feel like it's the same thing sometimes with culture is there's this, you know. I don't know, fear of interfering with it by observing it
brett-hoogeveen_1_10-01-2025_134028: yeah.
bau--she-they-_1_10-01-2025_124029: something, [00:18:00] you know, like
brett-hoogeveen_1_10-01-2025_134028: Sure, yes. A Schrodinger's cat
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: you look under them and you're like, oh, that determines. Yeah. So, yes, I think, I think to a degree, you're right. People think it's either, um, mystical, magical, or sort of out of their control or
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: happens. And this is where sort of the engineer side of me actually is helpful for the work that I do is, my response to that is I really want people to think about their culture Almost like a distribution, you know, a normal distribution. Can I get nerdy for a
bau--she-they-_1_10-01-2025_124029: Ple. I would love that.
brett-hoogeveen_1_10-01-2025_134028: Okay,
bau--she-they-_1_10-01-2025_124029: do.
brett-hoogeveen_1_10-01-2025_134028: so let's say you have a hundred employees, and let's say those employees are plotted on a line chart and, and they fall into sort of a normal distribution, and that normal distribution, let's say, let's say it's it's quality of quality of employee or
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: and, and you got a few that are on the way high end, like superstars, so glad they're here. Like everything they touch turns to gold. Their interactions are perfect. They're, they're productive. All this stuff. You got a big group in the [00:19:00] middle and then you have some lower performers. People that aren't as good of a culture fit, people that are tough to work with, toxic, unproductive, whatever the terms are, we wanna use, well, if you want to drive continuous improvement, literally all you have to do is shift the curve. To the right, right?
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: curve and where there's more of these stars and fewer of these vacuums, however you wanna think about it. And that's all you have to do. Now how do you do that is the important question. And you reward your stars. You incentivize top behavior. You coach the people in the middle.
You give them tools and development and the people on the bottom end. If you can save them, improve them, help them be better contributors, you do it. And if you, and if they don't want to. send them to bless some other organization with their company and any of those three actions makes your culture more healthy, right? And so all you have to do then is decide, okay, with what intensity, what frequency do I wanna make? These positive changes, like how often do we wanna work on this? How serious do we wanna be? You can make a ton [00:20:00] of progress in three months or three years. You can choose the pace, but don't say, eh, I'm just never gonna look about, look at it.
I'm never gonna think about it 'cause, 'cause then you're gonna look up three or five years from now. And nothing's gonna be better. It's just gonna be random evolution. Right.
bau--she-they-_1_10-01-2025_124029: Right.
brett-hoogeveen_1_10-01-2025_134028: how was that for nerdy?
bau--she-they-_1_10-01-2025_124029: I love it. No, it's fantastic. And it, yeah, that makes a lot of sense too. And it, it, it breaks it down to, you know, in some ways, and I'm guessing when you do a strategy with people, you probably analyze, okay, what are those indicators of that top performer and what are good ways to encourage that type of, you know, behavior or personality or approach.
brett-hoogeveen_1_10-01-2025_134028: Yeah.
bau--she-they-_1_10-01-2025_124029: So.
brett-hoogeveen_1_10-01-2025_134028: and we look at it at different levels of the organization too. Like, what could your exec team do? What could your HR and people ops team do? What could your leaders do? What could all employees do? Like how, how could we build a plan across all these different levels that's helping people get better?
bau--she-they-_1_10-01-2025_124029: Yeah. I love that. Well, I hope some people that are listening decide to do some strategies so that, uh, they can, uh, [00:21:00] start building better culture for their, uh, uh, businesses. What's something you're excited about in your business?
brett-hoogeveen_1_10-01-2025_134028: Well, I'm excited about a lot of the things that we do. Um, I personally, uh, am increasingly doing speaking, which is fun.
bau--she-they-_1_10-01-2025_124029: Okay.
brett-hoogeveen_1_10-01-2025_134028: anybody listening runs a conference or an event or something like that, looking for a speaker on leadership or culture, I'm excited about that. other thing is this, 20 tenants, this bottom up culture building approach.
Um, there is. It is. So what we've built, and I don't wanna do a big product pitch. What we
bau--she-they-_1_10-01-2025_124029: Well,
brett-hoogeveen_1_10-01-2025_134028: is like,
bau--she-they-_1_10-01-2025_124029: feel free.
brett-hoogeveen_1_10-01-2025_134028: it's a system. It's putting culture on
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: It's like, what if all of your employees would do more of these 20 things? And there's a self-assessment, there's coaching content, there's facilitation manuals, there's like, there's activities.
There's so many things that we can just hand to a company. And our system runs on an annual campaign on autopilot. And it makes it like every employee has a growth goal. They're, they're being served up culture content and [00:22:00] nobody has to do anything, right?
bau--she-they-_1_10-01-2025_124029: Hmm.
brett-hoogeveen_1_10-01-2025_134028: a, it's a software based product except have conversations about it when the software kind of kicks stuff to you. And I just have never seen a higher impact way to think about, uh, building better culture from the bottom up and helping every employee grow than what we've built. And it's a new thing. So I'm,
bau--she-they-_1_10-01-2025_124029: Mm-hmm.
brett-hoogeveen_1_10-01-2025_134028: has me very excited.
bau--she-they-_1_10-01-2025_124029: Well, that sounds really exciting. Well, and I think frameworks are really helpful, especially for stuff like this where people do feel, you know, like it is mystical or uncertain because then it, they can kind of get that drip and those, those simple tasks or, you know, reflection prompts or whatever it is that can help them to, to not see it as this huge thing, but just those momentary focuses that can help.
brett-hoogeveen_1_10-01-2025_134028: Learn something today. Try it. See if you grow, you know,
bau--she-they-_1_10-01-2025_124029: Yeah.
brett-hoogeveen_1_10-01-2025_134028: back to your job, you know, and then like, make it easy again. Every single time. Make it easy. So,
bau--she-they-_1_10-01-2025_124029: it easy again. I think that's definitely a tagline that people can get behind.
brett-hoogeveen_1_10-01-2025_134028: yes.
bau--she-they-_1_10-01-2025_124029: For folks that are listening, how do they learn [00:23:00] more? Follow you, get in touch.
brett-hoogeveen_1_10-01-2025_134028: I'm on LinkedIn, Brett Hoge, you can find me there. Better culture.com has a ton of awesome resources. I mean, our, we have a general website. There's an insights tab with lots of cool free stuff if you're interested. Um, the last, the other thing I, I will share is if people are interested, especially in learning more about these 20 tenets and finding. Uh, like a really cool resource that I can give you a hundred percent for free. I'm gonna create a unique landing page just for your show,
bau--she-they-_1_10-01-2025_124029: Nice.
brett-hoogeveen_1_10-01-2025_134028: yeah, at better culture.com/unusual. And if people will just go there, you can get. A bunch of free premium resources in our culture Kickstarter pack that will, will you can just use a hundred percent for free.
And I promise you you're gonna go, wow, that. Never seen a resource like that before. So go check that out. Give, give some things a try, and then, uh, let us know if we can ever be helpful.
bau--she-they-_1_10-01-2025_124029: Yeah, that sounds great. Go check it out guys. And thank you so much for joining me today, Brett. I really appreciate it.
brett-hoogeveen_1_10-01-2025_134028: you so much for the conversation. [00:24:00] Next week, tune in for my chat with Sean Olson, founder of Olson Personal Injury Lawyers, the founder of Olson Personal Injury Lawyers. They're doing law that helps to secure verdicts that have real outcomes. They firm protecting the West, serves clients across Colorado, New Mexico, and Wyoming. They secure not change lives.
Aicila: Thank you for tuning into business. As unusual. Remember in this ever evolving world of modern business, it's not about fitting in. It's about standing out. See you next time, stay curious, stay innovative and always keep it unusual.
