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Action Step – Celebrating Progress & Designing What’s Next

DFA’s Action Steps are designed to assist organizations with implementing practical strategies to humanize the workplace, empower people, and foster innovation. Members can access full versions the Action Steps in the Member Resource Center.

As we close out the year and look ahead to a new one, reflection often comes with a familiar tension. We want to celebrate what went well, but our attention naturally gravitates toward what didn’t work, what felt unfinished, or what still feels heavy. Even in years filled with progress, our instinct is to zoom in on gaps, missteps, and unresolved challenges.

This tendency is human. Our brains are wired to scan for risk and problems to solve. In fast-moving, high-pressure workplaces, that wiring gets reinforced. What’s broken demands attention. What’s incomplete feels urgent. And before we know it, a year that included meaningful progress can start to feel defined by everything that didn’t go according to plan.

But reflection doesn’t have to work that way.

At DFA, we believe reflection isn’t about perfection or performance. It’s about awareness of patterns and where intention and impact may not yet be aligned.

And awareness is what allows real change to take root.

By slowing down long enough to reflect with honesty and curiosity, organizations can move into the new year with greater clarity, stronger priorities, and a renewed sense of agency.

This Action Step is designed to help you do exactly that.

The 10 Key Drivers of a Human-Centered Organization

Over time, through our research, advisory work, and ongoing collaboration with members, DFA has identified ten interconnected drivers that consistently shape human-centered, high-performing organizations. Together, they create the conditions where people and organizations are better equipped to thrive.

Below, you’ll find each driver alongside a featured resource from our work in 2025 designed to help you reflect, prioritize, and take action. You can find these resources and many more in the Member Resource Center.

CULTURE
The shared norms, values, and behaviors that define how work gets done and how people experience belonging.

Featured resource: Action Step on the Culture Transformation Process

CHANGE MANAGEMENT
How organizations navigate uncertainty, transformation, and disruption with clarity, communication, and care.

Featured resource: Action Step on the S.P.A.R.K. Framework for Change

Members: Read the full version of this Action Step in the Member Resource Center.

To read this entire Action Step become a DFA member.

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Action Step – The Evolving Leadership Framework

DFA’s Action Steps are designed to assist organizations with implementing practical strategies to humanize the workplace, empower people, and foster innovation. Members can access full versions the Action Steps in the Member Resource Center.

The workplace has transformed at a speed few could have imagined. Teams look different. Expectations have shifted. The pace of change has accelerated. Yet the leadership models many organizations rely on were designed for a different era. This gap between new realities and legacy approaches is shaping how people feel about work today.

We are living through what many call a super cycle of change. Technology, geopolitics, climate issues, and economic forces are reshaping the world at a rapid pace. Yet these external forces only tell part of the story. The emotional landscape within organizations is just as influential.

Employees are navigating rising workloads, tighter resources, and shifting expectations. Burnout is increasing, trust is declining, and the sense of connection that supports thriving organizations is harder to maintain.

Leaders today have already done an incredible amount to support their people. This work continues with an opportunity to evolve. The shifting workplace and world invite leaders to build on what is already working and thoughtfully expand their mindset, practices, and approach. Those who embrace this evolution are helping define the future with confidence and care.

At DFA, we have designed a new leadership model. This evolving approach to leadership lives at three levels: Me, We, and Us. Each level invites reflection, responsibility, and action.

The Me Level – How Do I Lead Myself?

Leadership begins with the inner work. The Me Level focuses on self-awareness, self-regulation, and intentionality. It asks leaders to pause and reflect before they react, especially during times of stress or uncertainty. When leaders are overwhelmed, reactive, or depleted, it reverberates throughout a team or organization. A grounded leader creates stability. A clear leader creates confidence. A reflective leader creates trust.

At the Me Level, leaders practice centering themselves. The simple act of pausing to notice what is happening internally can shift the outcome of a conversation or decision. Leaders strengthen their resourcefulness through the ability to choose how they show up…

Members: Read the full version of this Action Step in the Member Resource Center.

To read this entire Action Step become a DFA member.

Action Step – Exit Interview Implementation Guide

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies to humanize the workplace, empower people, and foster innovation. Members can access full versions the Alliance’s Action Steps in the Member Resource Center.

Transforming culture is not a one-time project but an ongoing commitment that requires clarity, consistency, and accountability. The process begins with a deep understanding of where you are today and moves toward embedding culture into every system and practice across the organization.

When an employee moves on to a new opportunity, it’s both an ending and a beginning. Their departure marks the close of one chapter, and the chance to open another filled with learning, reflection, and connection.

Exit interviews allow organizations to capture that unique moment in time, gathering insights that can strengthen culture, inform future strategies, and build lasting relationships with alumni.

When approached with care, exit interviews become more than a procedural step. They are a meaningful exchange and opportunity to thank employees for their contributions, celebrate what worked well, and listen for ideas that can shape what comes next. The best exit interviews are built on trust and curiosity. They encourage open, thoughtful dialogue and allow departing employees to share their stories in a way that benefits both them and the organization.

This Action Step outlines The Listen–Log–Learn–Link Model, a framework for creating a meaningful, data-informed exit interview process that supports both people and progress….

Phase 1: Listen

The first phase begins with listening—creating space for open, honest, and thoughtful dialogue that captures the full employee experience.

We recommend launching a comprehensive exit interview process. The most effective interviews explore a broad range of topics, including organizational culture, workload and work quality, mentoring and sponsorship relationships, feedback and evaluation processes, advancement opportunities, and compensation. By taking a holistic approach, organizations can identify both patterns and nuances that inform future strategy…

Members: Read the full version of this Action Step in the Member Resource Center.

To read this entire Action Step become a member of the Diversity & Flexibility Alliance. 

DFA ANNOUNCES ITS 2025 CULTURE CATALYSTS

Trailblazing Leaders to Receive Awards at Annual Conference on November 5th

Washington, DC (October 24, 2025) – DFA announced today that Genhi Givings Bailey, Chief Diversity, Inclusion & Opportunity Officer at Perkins Coie LLP, and Kristine McKinney, Chief Operating Officer at Fish & Richardson, will receive the 2025 Culture Catalyst Awards.

Established in 2023, the Culture Catalyst Award recognizes leaders who have led transformative efforts to champion human-centered workplaces by driving meaningful culture change. The 2025 awards will be presented during DFA’s annual conference, Evolving Leadership: Building Human-Centered Cultures, on Wednesday, November 5th in Washington, DC. Registration is open to all and available here.

“Genhi Givings Bailey and Kristine McKinney are visionary leaders who recognize that human-centered cultures are essential to both organizational success and employee wellbeing,” said Manar Morales, President & CEO of DFA. “We are thrilled to recognize their outstanding work and their deep commitment to building workplaces where all individuals can thrive.”

Genhi Givings Bailey
Chief Diversity, Inclusion & Opportunity Officer, Perkins Coie LLP

A longtime DEI leader in the legal field, Genhi Givings Bailey has dedicated her career to embedding values-driven practices into the legal profession. At Perkins Coie, she leads the firm’s inclusion strategies with thoughtfulness, conviction, and a deep understanding of the systems that enable meaningful change.

“It is truly an honor to receive this recognition, and to have the opportunity to pause and think about why championing a values-driven and human-centered culture really matters,” said Bailey. I am also humbled to join my fellow honoree this year, Kristine McKinney, and the past honorees, as well, in accepting this award; I admire and respect all of them and the work that they do every day.”

Rather than point to one moment, Genhi is most proud of the progress she’s seen across the arc of her career—from designing inclusive policies and systems to witnessing the success of individuals she’s mentored and supported. 

“When I look at the arc of my career, it is less about one moment of impact but more the progress I can see in the evolution of my work,” she said. “I am proud of the many policies, practices, and systems that I have developed and influenced over the years to help make the legal industry more inclusive for everyone. I am also very proud of the many people whose careers I have watched blossom over the years; I like to think that I contributed, in a small way, to their success today by helping to ensure they had equal opportunities to achieve their career goals.”

When asked why creating human-centered cultures is important to her, Genhi shared a perspective that grounds her work in both principle and practicality:

“What is an organization without its humans? Not much!” she said. “Even in an AI-driven world, we need our human talent to shape and fulfill the needs of an organization, and their ability to maximize their potential depends, in large part, on the culture in which they work. Human-centered cultures put the talent in the middle of that paradigm and ensure that they have the optimal environment and necessary resources to do their best work. This is essential for the success of any business, especially in an increasingly complex and rapidly evolving world.”

“Even in the face of increasing complexity and rapid change, I am enthusiastic about the opportunities we have as leaders to continue innovating and fostering human-centered cultures where everyone has the opportunity to thrive,” she said.

“We’re proud to celebrate Genhi as the recipient of the Culture Catalyst Award,” said Bill Malley, Managing Partner, Perkins Coie. “This recognition highlights her commitment to advancing diversity, inclusion, and opportunity and her impact on strengthening our culture at Perkins Coie. Genhi’s leadership continues to inspire and make a difference across the firm and the broader legal community.” 

Kristine McKinney
Chief Operating Officer, Fish & Richardson

As COO of Fish & Richardson, Kristine McKinney has championed a workplace culture rooted in engagement, flexibility, and empowerment. She has been a driving force behind Fish’s commitment to innovation and excellence, ensuring that every team member is supported to contribute meaningfully and succeed.

“This recognition reflects the incredible team effort behind the firm culture we’ve built at Fish,” said McKinney. “It’s an honor to lead a workplace where our people are engaged and empowered.”

Kristine’s proudest achievement stems from the firm’s response to the COVID-19 pandemic. Rather than return to outdated models of work, she helped Fish embrace flexibility as a lasting strategy—one that attracts top talent, promotes wellbeing, and drives superior performance.

“The COVID-19 pandemic challenged us to rethink how and where we work,” she said. “I’m proud of how we embraced those lessons and continue to champion flexibility—not just as a response to change, but as a strategic advantage to attract top talent and drive excellence.”

With a background in change management, Kristine knows that people are the heart of any successful strategy. 

“It’s simple: without our people, there is no business,” she said. “My graduate studies in change management reinforced a truth I’ve seen time and again—no strategy succeeds without people aligned behind it. Creating human-centered cultures is essential to achieving meaningful impact and lasting results.”

“Kristine has long been a catalyst for positive change at Fish,” said John Adkisson, President & CEO of Fish & Richardson. “She’s shaped a culture defined by collaboration, innovation, and respect, and this award is a well-deserved tribute to her vision.”

About DFA
DFA is a premier culture accelerator helping to lead change, humanize organizations, and empower people. For more than a decade, DFA has partnered with leading organizations to co-create the future of work by bridging the gap between policy and practice. Through our membership community, research, programming, and advisory services, DFA delivers practical, research-based strategies and measurable results for sustainable and inclusive culture change.

DFA TO HONOR BCU CEO MIKE VALENTINE FOR CHAMPIONING HUMAN-CENTERED FLEXIBLE WORK CULTURE

Washington, DC (October 24, 2025) – DFA announced today that Mike Valentine, President & CEO of BCU, will receive its 2025 Flex Leader Award, which recognizes an executive moving their organization toward a more human-centered workplace through holistic flexibility. The award will be presented on November 5th, during DFA’s annual conference in Washington, DC: Evolving Leadership: Building Human-Centered Cultures. Register here.

“Mike Valentine is a transformative leader who embodies what it means to lead with empathy, trust, and a long-term vision for workplace well-being and growth,” said Manar Morales, Founder & CEO of DFA. “What BCU demonstrates so clearly is that flexibility is not a policy but a culture. Mike’s approach shows how centering employees leads to stronger engagement, higher performance, and sustainable business growth.”

“Receiving this award is a testament to the people-first culture we foster at BCU,” said Valentine. “Flexibility isn’t the result of a policy or guideline – for me, it’s a commitment to valuing our employees as individuals, empowering them to thrive both personally and professionally. When we put our people first, everything else falls into place, and our teams and the organization grow stronger as a result.”

Under Valentine’s leadership, BCU’s flexible, people-first approach has become a strategic advantage, directly impacting employee engagement, organizational growth, and member loyalty. Since implementing widespread workplace flexibility, BCU has achieved a Gallup Q12® employee engagement score of 4.47/5.0 and a near best-in-class net promoter score (between 79–80)—nearly double that of large national banks.

BCU measures success in flexibility through ongoing employee engagement surveys, their net promoter score, and continuous feedback loops. These initiatives reflect the core belief that “a score is an indicator, but it’s what you do with the score that counts.”

Long before the pandemic, BCU cultivated a people-centric workplace grounded in flexibility, trust, and connection. But when COVID-19 hit, Valentine saw the opportunity to deepen that culture even further. From creating new feedback loops like “Dew Chats” that offered direct insight from employees across levels, to revamping all-hands meetings for remote inclusivity, BCU leaned into the challenge and saw employee engagement soar.

This culture of trust and flexibility has had a ripple effect on BCU’s inclusion efforts, ensuring that employees—regardless of location—feel connected, valued, and aligned with the organization’s shared values of courage, collaboration, and integrity.

The Flex Leader Award is part of DFA’s mission to recognize executives who are setting a new standard for leadership in today’s evolving workplace. Previous recipients include Wendy Davidson (2024, Hain Celestial), Kathryn Cameron Atkinson (2023, Miller & Chevalier), and Lara Abrash (2021, Deloitte & Touche LLP), among others.

About DFA
DFA is a premier culture accelerator helping to lead change, humanize organizations, and empower people. For more than a decade, DFA has partnered with leading organizations to co-create the future of work by bridging the gap between policy and practice. Through our membership community, research, programming, and advisory services, DFA delivers practical, research-based strategies and measurable results for sustainable and inclusive culture change.

DFA TO HONOR MORGAN LEWIS FOR ITS UPWARD FEEDBACK INITIATIVE

Washington, DC (October 24, 2025) — DFA announced today that Morgan Lewis will receive its 2025 Impact Award, which honors organizations with powerful initiatives proven to have a significant impact on humanizing the workplace. The award will be presented during DFA’s annual conference on November 5 in Washington, DC: Evolving Leadership: Building Human-Centered Cultures. Register here.

Morgan Lewis is being recognized for its firmwide Upward Feedback program, a comprehensive initiative that gives associates a formal mechanism to provide feedback on the leadership, project management, and people management skills of the partners they work with regularly. By prioritizing feedback as a two-way conversation, the firm has created a culture of reflection, accountability, and learning, benefiting both associates and partners alike.

“We are proud to recognize Morgan Lewis for building a workplace culture rooted in trust, transparency, and continuous feedback,” said Manar Morales, Founder & CEO of DFA. “The firm’s Upward Feedback initiative is a standout example of how organizations can create powerful systems that empower employees, support leadership growth, and strengthen engagement across all levels.”

“We have always believed that when one of us does better, we all do better. Our Upward Feedback lets our attorneys anonymously tell our partners what we are doing well and where we can do better, helping us to identify strengths and growth opportunities and reinforcing our continuous improvement focus,” said Morgan Lewis Chair Jami McKeon. “Our partners have welcomed added programming and training in areas of importance to our associates and the results have been fantastic–all stemming first from our commitment to hearing and learning from our talent.”

The program combines associate feedback with partner self-assessments, creating opportunities for growth, coaching, and tailored professional development. After each cycle, results are analyzed and partners receive customized support to reinforce strengths and address key leadership areas such as delegation, expectation setting, and feedback delivery. For this reason the Upward Feedback program has become a cornerstone of the firm’s engagement efforts with both partners and associates.

Thanks to strong leadership support, the program is fully institutionalized and deeply trusted across the firm. Associates know their feedback is genuinely valued and acted upon, which has strengthened engagement, retention, and leadership at all levels. Empowering associates to actively participate in making the most of their experience at the firm serves as a powerful recruitment and engagement tool.

About Morgan, Lewis & Bockius LLP
Morgan Lewis is recognized for exceptional client service, legal innovation, and commitment to its communities. Our global depth reaches across North America, Asia, Europe, and the Middle East with the collaboration of more than 2,200 lawyers and specialists who provide elite legal services across industry sectors for multinational corporations to startups around the world. For more information about us, please visit www.morganlewis.com and connect with us on LinkedIn, X, Facebook, Instagram, and WeChat.

About DFA
DFA is a premier culture accelerator helping to lead change, humanize organizations, and empower people. For more than a decade, DFA has partnered with leading organizations to co-create the future of work by bridging the gap between policy and practice. Through our membership community, research, programming, and advisory services, DFA delivers practical, research-based strategies and measurable results for sustainable and inclusive culture change.

DFA TO HONOR TARANG AMIN, CHAIRMAN AND CEO OF E.L.F. BEAUTY, FOR LEADERSHIP IN INCLUSION AND EQUITY

Washington, DC (October 24, 2025) — DFA announced today that Tarang Amin, Chairman and CEO of e.l.f. Beauty will receive its 2025 Luminary Award, an annual honor recognizing a global leader whose vision and values are leaving a lasting legacy of inclusion. The award will be presented during DFA’s 2025 Annual Conference, Evolving Leadership: Building Human-Centered Cultures, on Wednesday, November 5, 2025, in Washington, DC. Registration is open to the public and available here.

“Tarang Amin exemplifies the spirit of the Luminary Award through his unwavering commitment to embedding inclusion into the very fabric of e.l.f. Beauty,” said Manar Morales, Founder & CEO of DFA. “His people-first approach to leadership and his belief that business can be a force for good have made e.l.f. Beauty a global model for what’s possible when inclusion drives innovation and performance. From empowering teams to bring their full selves to work to inspiring other organizations to ‘change the board game,’ Tarang’s leadership reflects the best of what this award stands for.”

“This honor from DFA means a great deal because it represents the values our team lives every day,” said Amin. “At e.l.f. Beauty, we believe that if you have a diverse team and everyone leverages their unique superpowers the entire team is stronger. By embedding representation at every level, including the board, we are reflecting the diverse community we serve and creating lasting impact. Our hope is that this inspires other organizations to embrace inclusion as a driver of their success.”

Under Amin’s leadership, e.l.f. Beauty has become one of the fastest-growing and most inclusive beauty companies. Amin’s belief that inclusion is inseparable from performance has shaped a company culture that is both values-driven and results-oriented. e.l.f. Beauty is one of only five publicly traded companies out of 4,000 that is 67% women and 44% diverse*. However e.l.f. Beauty doesn’t want to be one of so few. Their “Change the Board Game” campaign has challenged corporate America to increase representation in boardrooms worldwide, while Amin’s commitment to access and equity has expanded opportunities across all levels of the organization.

Amin has been the Chairman and Chief Executive Officer of e.l.f. Beauty since 2014. A purpose-driven and values-based leader, he has spent more than 30 years driving innovation and building high-performing, inclusive teams across world-class consumer brands. Under his leadership, e.l.f. Beauty has grown more than eightfold, and expanded into a multi-brand portfolio.

The DFA Luminary Award, launched in 2019, has been presented to extraordinary leaders including Jo Ann Jenkins, CEO of AARP; Susan Neely, President & CEO of the American Council of Life Insurers (ACLI); The Honorable Tonya Parker, Judge Presiding 116th Judicial District Court, Dallas County, Texas; Anne Chow, former CEO of AT&T Business; Tamika L. Tremaglio, former Executive Director of the National Basketball Players Association; and Barri Rafferty, CEO – Americas, Sodali & Co.

About DFA
DFA is a premier culture accelerator helping to lead change, humanize organizations, and empower people. For more than a decade, DFA has partnered with leading organizations to co-create the future of work by bridging the gap between policy and practice. Through our membership community, research, programming, and advisory services, DFA delivers practical, research-based strategies and measurable results for sustainable and inclusive culture change.

* Data retrieved from Institutional Shareholder Services, Board Composition Database, April 01, 2025.

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Action Step – Living Your All™

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies to humanize the workplace, empower people, and foster innovation. Members can access full versions the Alliance’s Action Steps in the Member Resource Center.

There’s a growing unease threading through today’s workforce, a sense of being pulled in too many directions with too little support. Words like “tired,” “overwhelmed,” and “uncertain” are being shared openly, even by those in leadership positions. And it’s no wonder.

We’re living through what many experts are calling a super cycle of change, an era defined by nonstop disruption across climate, politics, technology, economics, and culture. Unlike earlier waves of change that came with a sense of resolution or hope, like a vaccine on the horizon during COVID, today’s change feels constant, accelerated, and indefinite.

Burnout is at an all-time high. Engagement levels have plummeted to their lowest point since 2014. And a new phenomenon is surfacing: “quiet cracking.” It’s the slow unraveling that happens before burnout fully sets in, a withdrawal or hollowing out, often met with organizational silence or denial. In this environment, being overworked is seen as a badge of honor rather than a red flag.

So, how do we respond? We start by shifting the conversation and rethinking how we lead, how we work, and how we live, starting with ourselves.

The Five Paradigm Shifts

  1. Well-being is not a detriment to productivity; it’s a driver…
  2. Productivity happens in both the push and the pause…

Members: Read the full version of this Action Step in the Member Resource Center.

To read this entire Action Step become a member of the Diversity & Flexibility Alliance. 

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Defy: The Power of No in a World that Demands Yes – December 2, 2025

Defy: The Power of No in a World that Demands Yes

A Fireside Chat featuring Dr. Sunita Sah, Professor of Management & Organizations at the Cornell University SC Johnson School of Business, and Manar Morales, Founder & CEO of DFA.

December 2, 2025 | 1:00 pm ET

More information and registration coming soon!

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Action Step – Assess, Articulate, Activate & Align: The Culture Transformation Process

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies to humanize the workplace, empower people, and foster innovation. Members can access full versions the Alliance’s Action Steps in the Member Resource Center.

Culture is the heartbeat of an organization. Gallup’s research shows just how powerful it can be: people who feel connected to their company’s culture are four times as likely to be engaged at work, 4.5 times more likely to be high performers, 62% less likely to feel burned out, and 47% less likely to be actively looking for another job. That is not coincidence; that is culture at work.

Many organizations put real effort into defining and communicating culture, yet gaps still remain between the words and the daily experience. Even executive teams can describe culture in different ways, creating misalignment that leads to disengagement, confusion, and turnover…

The Culture Transformation Process

Assess

Start by understanding your current reality…

Articulate

Define the culture you aspire to create…

Activate

Bringing culture to life starts with connection. When people feel culture every day in the way they work, collaborate, and lead, it becomes a source of pride and clarity…

Align

Embedding culture into systems is what makes it last. When hiring, onboarding, performance management, recognition, and advancement are all aligned with cultural values, people experience culture as something they actively live every day…

Members: Read the full version of this Action Step in the Member Resource Center.

To read this entire Action Step become a member of the Diversity & Flexibility Alliance.