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.
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,
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,
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.
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,
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,