In this episode of Allyship in Action, Julie Kratz is joined by HBR writer, executive and team coach, Kathryn Landis, to explore capacity erosion—the gradual depletion of energy and focus facing today's leaders. In an era of constant change and cognitive overload, Landis shares how leaders can reclaim their impact by shifting from micromanagement to intentional empowerment and strategic reflection.

• Focus on Your "$100 Activities": Leaders often gravitate toward low-impact tasks for a quick sense of productivity. Reclaiming capacity requires identifying the high-level strategic work that only you can do.

  "Get really clear on what's the work that only you can do... what you actually could be focusing on that's going to move the needle the most is perhaps working with your cross-functional colleagues, the other members of the C-suite, to strengthen those ties." — Kathryn Landis

• Empower Your Team Through Clarity: High-performing teams thrive on a clear purpose and defined decision rights. To reduce your own workload, ensure your team understands exactly what they own and what success looks like.

  "Do people have a clear purpose? Do people know why they're a team? Most people know what their job description is... but I was leading an off-site last week; they didn't know what their team goals were. They don't know what success looks like." — Kathryn Landis

• Prioritize the "Lamp Post" for Reflection: Intentional reflection is a non-negotiable for effective leadership. Creating a dedicated space to process information—even just by talking to a metaphorical lamp post—can provide significant mental clarity.

  "If someone would go and speak to a lamp post for an hour every day at the same time, they'd get 60% of the benefit of coaching... just creating the space and time to be intentional about where you're spending your time, reflecting on what you're doing." — Kathryn Landis

  Connect with Kathryn and take her free team assessment here: https://kathryn-landis.kit.com/3dcf1c4440

Alyssa Dver, founder of the ERG Leadership Alliance, joins us this week to highlight the critical shift toward structured governance and the use of hard metrics to demonstrate how these groups drive corporate engagement and long-term business impact.

My Key Takeaways:

Governance is the future of ERGs: Alyssa emphasizes the shift from informal groups to structured organizations with clear governance and professional development paths for leaders.

Measurement is mandatory: To gain executive buy-in and sustainability, ERG leaders must track metrics ranging from membership growth and event participation to high-level retention and engagement data.

Allyship is a strategic bridge: Modern ERGs are moving away from exclusive "safe spaces" toward inclusive "brave spaces" where allies are formally invited to lead, learn, and advocate alongside marginalized groups.

My Fave Quotes:

"Got to have governance. Not because you want to control people, but because you want to have equity. And equity means budgeting is fair; the way that people apply and run these has to be fair."

"It's a professional development leadership pipeline. So if you're starting to see these group leaders getting hired into better jobs, getting promoted, that's also a really good metric." "Employees involved in healthy ERGs typically show 10% to 15% higher engagement levels than those who are not."

"There are currently at least 500 million people participating in ERGs around the world, and 95% of companies continue to offer and support ERGs because of their proven impact on organizational health."

Follow Alyssa's work and research at https://www.ergleadershipalliance.com/

In this episode, Julie Kratz discusses global workplace culture strategies with Abi Adamson, founder of the Culture Partnership and a LinkedIn Top Voice. Abi introduces her "SERN" framework—Soil, Exposure, Roots, and Nutrients—as a way for leaders to move beyond performative DE&I and begin gardening their organizations for sustainable growth.

Three Key Takeaways

Cultivate Your Culture Like a Living Ecosystem. Instead of treating culture like a static construction project with a fixed end date, leaders should act as gardeners who constantly tend to the environment. "Organizations still treat culture like a construction project instead of what it is. That is why I call workplace culture a living ecosystem."

Build Psychological Safety to Uncover the Truth. A healthy culture requires an environment where employees can be honest with leadership about what isn't working without fear of retaliation. "When you're able to have an organization that's built on psychological safety... everything else will follow."

Reframe Resistance as a Sign of Progress. Friction and pushback are natural responses to major social or organizational changes; history shows that these moments often precede a shift in the right direction. "History has always taught us: whenever big changes happen, there's always resistance... to get to a good place, you do need to go through a bit of a gauntlet."

Follow Abi at https://www.abiadamson.com/

Lily Zheng is a no-nonsense DEI strategist and best-selling author of DEI Deconstructed and Fixing Fairness. They discuss the limitations of traditional Diversity, Equity, and Inclusion (DEI) initiatives and introduce Lily's FAIR framework: Fairness, Access, Inclusion, and Representation. Lily challenges the industry's reliance on "one-and-done" training and advocates for a 90/10 split—prioritizing system-level changes over individual interventions. This conversation is a masterclass for leaders who want to move beyond performative buzzwords to create workplaces that truly work for everyone.

• Evolving DEI to FAIR: Lily proposes replacing the broad, often misunderstood terms of DEI with the FAIR framework. This model focuses on whether everyone is set up for success, free from discrimination (Fairness), whether environments allow full participation (Access), if people feel respected and safe (Inclusion), and if employees truly trust their leaders (Representation).

• The 90/10 Systems: First Approach: Real change happens when organizations spend 90% of their effort on changing systems (incentives, hiring processes, and transparency) and only 10% on individual training. Training alone rarely solves systemic issues and can often lead to the "Cobra Effect," where poorly designed incentives actually make problems worse.

• Representation is About Trust, Not Tokens: True representation isn't just a "check-the-box" exercise of hiring diverse faces. It is achieved only when people from all social groups

"Rebranding DEI as FAIR will not save us. But reimagining how we conceptualize and execute what we used to call DEI just might."

"If you had $10,000 to invest... I'd invest maybe $100 into training. But everything else is going into creating that system, to creating the incentives, to creating the culture."

"We have to stop [teaching people how to jump over gaps]... we got to point at the missing stair and go, 'Why is there no stair there? We have to put a stair there.'"

Follow Lily Zheng at lilyzheng.co and get their book at https://www.lilyzheng.co/authorship

In this episode, I'm sitting down with the incredible Dr. Caroline Fleck, clinical psychologist and author of the transformative new book, Validation. We often talk about allyship as a series of seemingly small, intentional actions, and some of the most profound work happens in the small, everyday moments of how we see and hear one another.

Dr. Fleck joins me to pull back the curtain on validation—a skill that is frequently misunderstood but serves as a fundamental prerequisite for belonging and true connection. We dive into her "Validation Ladder" and explore how these techniques can revolutionize not just our corporate cultures, but our personal relationships and how we show up for ourselves.

• Validation is Not Agreement or Praise: One of the biggest hurdles to being a good ally is the fear that validating a perspective means you agree with it. Dr. Fleck clarifies that validation is about acknowledging the truth in someone's experience—showing them you're there, you get it, and you care—without needing to agree with their logic or offer a "good job."

• The "Validation Ladder" Framework: Effective validation is a tiered process. It starts at base camp with mindfulness (being fully present), moves through understanding (equalizing and contextualizing why someone feels the way they do), and reaches the top at empathy (authentically emoting and taking supportive action).

• The Power of Self-Validation: Especially for marginalized groups who have been conditioned to "cover" or minimize their feelings to fit in, practicing self-validation is an essential act of reclamation. Using these tools introspectively allows us to honor our own experiences as valid, which is the first step toward showing up as a confident, authentic leader.

Follow Dr. Caroline Fleck and get her book at https://drcarolinefleck.com/.

This week, I welcome David Glasgow and Kenji Yoshino, co-authors of the new book How Equality Wins: A New Vision for an Inclusive America. As leaders of the Meltzer Center for Diversity, Inclusion, and Belonging at NYU School of Law, David and Kenji discuss the legal and political landscape of Diversity, Equity, and Inclusion (DEI) following the 2023 Supreme Court decision on affirmative action. They provide a practical roadmap for leaders to advance equality while navigating legal risks and political backlash.

• The "Three Ps" of Legal Risk: A DEI program is generally only legally risky if it involves a Preference for a Protected group about a Palpable benefit. If any one of these elements is missing—such as a program that removes bias for everyone rather than creating a preference—it is likely legally permissible.

• Leveling vs. Lifting: While "lifting" strategies (like identity-based mentorship) are becoming more legally vulnerable, "leveling" strategies offer a safer and often more effective path. Leveling focuses on systemic changes, such as debiasing performance reviews and implementing objective hiring criteria, which benefit all employees while advancing equity.

• The Importance of Supporting Dissent: Effective DEI work requires creating psychological safety where dissenting views can be heard. Suppressing disagreement leads to "preference falsification," where people appear to agree but harbor quiet resentment. Engaging with counter-arguments ultimately builds stronger, more resilient support for inclusion.

Follow David and Kenji at https://www.law.nyu.edu/centers/belonging and pre-order their new book at https://www.simonandschuster.com/books/How-Equality-Wins/Kenji-Yoshino/9781668216750.

In this episode, Ciaran McArdle, CEO of XL Sports World and author of The Soccer of Success, joins Julie Kratz to discuss how the principles of the "beautiful game" can be used to transform corporate leadership.

McArdle shares three key strategies for high-performance leadership, drawing parallels between the soccer pitch and the professional workplace:

Effective leadership requires a nuanced approach, much like a soccer captain managing a diverse squad.

• Individualized Communication: McArdle notes that while one teammate may need direct, vocal feedback to improve performance, another might require a quieter, more supportive "arm around the shoulder".

• Psychological Insight: Leaders must understand the unique psyche of each team member to determine the best way to motivate them and demand their best.

In soccer, crossing the white line onto the pitch signifies a complete shift in intensity and mindset.

• Performance Intensity: While on the "field" (the workplace), teams should maintain high focus and be willing to ask tough questions to drive results.

• Switching Off: Equally important is crossing back over that line. McArdle emphasizes that once work is done, leaders must normalize stepping away and focusing on recovery to avoid burnout.

McArdle introduces a "90-minute mindset" for productivity, mirroring the length of a standard soccer match.

• Distraction-Free Focus: He advocates for scheduling 90 minutes of uninterrupted work—phone on airplane mode and emails closed—to tackle high-impact goals.

• The "Hattrick of Success": This focus is part of a larger cycle: Plan, Perform, and Recover/Review. Consistent execution in this format allows teams to perform at elite levels without sacrificing long-term mental health.

Follow Ciaran McArdle at https://soccerofsuccess.com/.

Join us for an insightful conversation on the critical state of workplace culture and talent retention with Sean D'Arcy, Chief Solutions Officer at Kahoot!.

Based on their latest research, we explore a startling paradox: many leaders are burned out, and nearly half would give up their title to feel engaged at work. This lack of manager engagement creates a difficult environment for the newest generation, with almost two-thirds of managers finding Gen Z to be the hardest group to engage.

Sean D'Arcy dives deep into the findings on both leader burnout and Gen Z's unique needs, covering generational tensions and the path forward. He discusses how to leverage tools and strategies, including game-based learning, to inject fun, social connection, and psychological safety back into the workplace, turning meetings into interactive discussions and fostering a culture where all employees can thrive.

• The Engagement Crisis Starts at the Top: Nearly half of leaders would trade their title just to feel more engaged at work, with a third admitting to feeling burned out. This disengagement at the leadership level makes it difficult to effectively engage and retain employees, highlighting a lack of investment in the training and tools managers need to succeed.

• Gen Z Needs Foundational Skills and Belonging: Gen Z is the most difficult generation to engage, with two-thirds of managers citing them as the hardest group to motivate. They often feel "out of their depth" regarding basic workplace operating systems (like email etiquette and meeting facilitation) and crave more structured, gamified learning and real-time feedback that mimics their prior educational experiences. Furthermore, they value strong relationships and a sense of belonging/psychological safety, which is essential for talent retention.

• Interactive Learning and Culture Building are the Solution: A key strategy for improving workplace culture and talent retention is integrating interactive, gamified tools to facilitate social connection and effective communication. By turning one-way presentations into engaging discussions, companies can break the ice, democratize participation, and gather real-time analytics to understand where employees need more support. This shift supports the inclusive, feedback-driven culture that Gen Z, in particular, expects.

Get the full report at: https://kahoot.com/business/workplace-engagement-report-2025/

This week, I welcome researchers Hana Milanov and Amelie Pahl on their work exploring entrepreneurship through the lens of first-time parents.

The researchers interviewed founders who were already deeply identified with their "venture baby" before having a "biological baby," challenging the common narrative that parenthood diminishes career success. They discovered that instead of being a hindrance, parenthood can be a catalyst for positive change in a founder's business and their professional growth.

The key finding revolves around two main strategies founders adopt:

• Founder Firewalling: Keeping the parental and founder roles separate to protect the founder's professional identity and commitment. This often drives professionalization, like delegating or hiring management, to maintain separation.

• Founder Fusing: Integrating the two roles by allowing the new values and behaviors learned as a parent (like empathy and patience) to redefine and enhance the founder's role. This often leads to a more flexible and human-centered workplace culture.

The surprising takeaway? The decision to integrate or separate was not defined by gender but by the individual's approach, with roughly a 50/50 split between the two strategies in their study of high-impact founders.

This research provides valuable insights for companies looking to improve their workplace culture and retain top talent, especially parents:

1. Parenthood can be a catalyst for professionalization, enhancing retention: For "firewalling" founders, the need to protect their parental time often led to delegating operational tasks and building out middle management. This forced professionalization of the venture, which, in turn, can create a clearer path for other talented employees to grow and take on more responsibility, serving as a powerful talent retention mechanism.

2. Parental skills enrich leadership and workplace culture: Founders who chose the "fusing" approach brought empathy, better project management, and flexibility from their parental role into the workplace. This shift manifested as a more human-centered company culture that prioritized well-being and flexibility, which are critical factors for retaining all employees, not just parents.

3. Dismantle the "fear factor" to retain high-impact talent: A major hurdle, particularly for women, is the fear that starting a family will diminish their founder role or career trajectory. The research demonstrates that this fear is unwarranted, showing that commitment to the venture often strengthens post-parenthood. By normalizing and openly discussing the integration of family and career (like the Open Source Nanny resource mentioned), companies can retain founders and high-potential employees who might otherwise choose to delay or abandon their career growth.

Mark Scullard is this week's guest from Wiley. Wiley's research recently found that managing change was the biggest area of professional development investment for leaders. He shares how to meet someone where they are at in times of tremendous change. My key takeaways are:

1. Acknowledge and Address the Emotional Toll of Change (The Change Curve): Leaders must understand that employees will naturally experience a period of disorientation and a drop in morale when facing a major change (the "change curve"). The goal is not to stop the dip, but to lessen the depth and the length of the adjustment period. This requires paying attention to the emotional part of change, which is often neglected in favor of focusing on systems and processes.
2. Provide Clarity on the "Why" and the "What's In It For Me" (WIIFM): Leaders often forget that they've already processed the change while employees are just starting. There must be transparency about the why. It is crucial to communicate a consistent, big-picture "Why" for the change to guard against employee cynicism and burnout. Ensure employees understand the "What's In It For Me" (WIIFM)—the benefits for employees impacted by the change. Tailor Your
3. Approach to Different Personality Needs (DiSC Model): Because every employee processes change differently, effective leadership requires personalizing your support based on their personality style. Direct (D) Styles need a sense of control and agency in the decision-making process. Influencing (I) Styles need connection and optimism that things will work out. Steadiness (S) Styles need stability, support, and reassurance around routines and expectations. Conscientiousness (C) Styles need information, understanding, and time/space to process the impact of the change.

Follow Mark at https://www.everythingdisc.com/blogs/navigating-change-with-dr-mark-scullard/.