Alexis Krivkovich

Some key takeways on this podcast from Bob Sutton and Huggy Rao (Stanford) below: Key Takeaway 1: Friction in organizations increases as they grow larger and more complex, making it difficult to get things done efficiently. This is due to added processes, specialization, and hierarchy that are necessary but can hinder productivity if not managed well. Key Takeaway 2: Leaders should strive to be "elephants" who listen and ask helpful questions, rather than "hippopotamuses" who constantly talk and make statements. Encouraging open communication and collaboration while respecting others' time is crucial for reducing friction. Key Takeaway 3: Speed is important for startups, but it must be balanced with the ability to pivot when needed. Temporarily halting hiring or product development can allow for necessary adjustments and prevent friction from building up. >> This is the top reason startups fail, don't pivot/iterate fast enough. Key Takeaway 4: Founders should be mindful when allocating equity and hiring early on. Keeping some equity in reserve and staggering hiring can help maintain flexibility and prevent friction caused by misaligned incentives or onboarding challenges. Key Takeaway 5: Reducing organizational friction requires regularly "mowing the lawn" by removing unnecessary processes, meetings, and bureaucracy. This is an ongoing effort, not a one-time event, and is essential for maintaining efficiency as organizations grow. https://lnkd.in/e5SfQwCU

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Having read Donella Meadows in collegue and studied with students of hers at Rocky Mountain Institute, I have always sought to identify leverage points for change in a system before building out frameworks to track progress in shifting those points. And I agree with Ivo Degn here, I have found through my professional experience that if you only focus on impact metrics, you end up with huge teams collecting data (and there is somehow never enough data on this track) and costly verifications all of which take time and resources away from the real work of implimenting the change. Having quality indicators that provide insight into directionality -towards or away from -the key levers that you have identified and tracking those is important. Unless you are a scientist doing research, everything else is bean counting.

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Here is my latest piece in the Accelerate Impact Playbook inspired by my personal journey of longevity innovation leadership. https://lnkd.in/gYXKuJqd Here, I explore how multigenerational collaboration can unlock creativity, innovation, and purpose in mission-driven organizations. As someone who works daily with leaders spanning generations—coaching emerging changemakers decades my junior and learning from seasoned peers—I’ve seen firsthand the transformative power of bridging age diversity. Thank you University College at University of Denver and Social Venture Partners Denver for the opportunity to live my dream of multigenerational collaboration for social good. This article shares actionable strategies to: ✔️ Embrace reverse mentorship for mutual growth ✔️ Build age-diverse teams that drive innovation ✔️ Preserve institutional knowledge for long-term impact Social enterprises are uniquely positioned to lead this shift, creating workplaces where every generation thrives and contributes meaningfully. Let’s reimagine what’s possible when we harness the strength of generational diversity! https://lnkd.in/gYXKuJqd 💡 I’d love to hear your thoughts—how does your organization embrace age-inclusive practices? #LongevityLeadership #SocialInnovation #AgeDiversity #ReverseMentorship #LeadershipDevelopment #AccelerateImpact

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DEI, when woven into core strategy, drives results. If an organization treats DEI as a side project, it misses a huge strategic lever, a proven path to financial gains and market edge. Today’s challenges—attracting top talent, fostering innovation, boosting performance—require more than traditional thinking. It’s time to integrate, elevate, and reap the rewards. Explore how DEI Practice Bundles can elevate an organization in the article below. #DEI #strategy #business #diversity #equity #inclusion

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Degrowth is counter-intuitive. Or is it? Prof. Christopher Marquis' short video explains the idea in 3 minutes. Worth it! #degrowth #regenerativefinance #rsfsocialfinance #theprofiteers

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I made a mistake. It was not a small one. But we have to share this widely, so here goes. "Diverse teams outperform." This is not true, as McKinsey & Company's landmark 2015 report suggested. Multiple academics have failed to replicate the results. And even the correlative link is questionable, at best. This flawed study has driven an extraordinary shift in business, from BlackRock's target board diversity of 30% to Nasdaq's minimum diversity requirement and disclosure on boards. Personally, I cited this study in multiple Medium posts in support of sourcing a diverse candidate pipeline. From the article: "McKinsey said in its original paper that 'it stands to reason…that more diverse companies are better able to win top talent, and improve their customer orientation, employee satisfaction, and decision-making, leading to a virtuous cycle of increasing returns.' Common sense also says it’s easier to avoid potentially catastrophic groupthink if people have a range of different experiences. Common sense also insists that it’s important to build team spirit and trust, where people with a shared background have a head start." Both of these truths can exist. This failed study does not need to undermine a movement, a truly American one at that, which sees talent everywhere and values diversity of thought. It's also a reminder that we must scrutinize data, especially when it most conveniently delivers a result we are rooting for. Thank you to The Wall Street Journal and James Mackintosh for the thoughtful reporting, John Hand at University of North Carolina at Chapel Hill and Jeremiah Green at Texas A&M University for their research, and Lisa Bernstein at University of Chicago Law School. Still much left to reflect on, and move forward with, in the wake of this information. https://lnkd.in/gKbeQDyS

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✅ Representation. ✅Visibility. ✅Co-creation. ✅Belonging. My prediction is that in the near future #DEI won’t be controversial in any way because every organization will embed it in every business process and workflow. That’s why I’m loving this blog post by the team over at Gather Voices. Check it out! https://lnkd.in/dTKYUtZZ

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Angela Cheng-Cimini 鄭婷婷 and Joy Chen (陈愉) just published an eye-opening Harvard Business Review article: "Stop Overlooking the Leadership Potential of Asian Employees." Angela is also the CHRO at HBR, and I just had the opportunity to hear her speak about it at the national Ascend Convention. *The authors found that despite being the most educated segment of the American workforce, Asian Americans are the least likely among all racial groups to ascend to leadership roles. *Think about that - the fastest growing, most highly educated segment of the population is least likely to ascend to leadership roles. No matter what your cultural heritage, we can agree that this kind of underutilization of talent hurts organizational performance. At a minimum, please read and share this article. That's an important first step to understanding the role we can play as leaders. There's a lot we can learn from each other, and I'd love to hear your insights from reading it. #LeadershipDevelopment #AAPI

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Not sure what to track to prove the ROI of Employee Resource Groups? This guide will give you the clarity you need. One of the biggest challenges in DEI work is the lack of quantifiable data to demonstrate impact. This is where metrics come in. Tracking the right metrics is important for showcasing the value of your ERGs and securing continued support. 𝐖𝐡𝐚𝐭 𝐭𝐨 𝐌𝐞𝐚𝐬𝐮𝐫𝐞 𝐚𝐬 𝐘𝐨𝐮𝐫 𝐄𝐑𝐆 𝐆𝐫𝐨𝐰𝐬⬇️ 𝐍𝐞𝐰 𝐄𝐑𝐆: 1/ Overall membership: ↳ How many people are in the group shows how much interest there is and how many people the ERG could reach. 2/ Number of events held: ↳ This metric demonstrates the group's activity level and commitment to providing value to its members. 3/ Event attendance: ↳ Measuring attendance helps assess the effectiveness of event promotion and the relevance of topics to members. 𝐆𝐫𝐨𝐰𝐢𝐧𝐠 𝐄𝐑𝐆: 1/ Recruiting referrals: ↳ Tracking referrals shows how the ERG helps find new employees and if it attracts diverse candidates. 2/ Mentorship: ↳ This metric demonstrates the ERG’s commitment to professional development and its role in career growth for its members. 3/ Community service: ↳ Measuring community engagement shows how the ERG makes a difference outside of work. 𝐄𝐬𝐭𝐚𝐛𝐥𝐢𝐬𝐡𝐞𝐝 𝐄𝐑𝐆: 1/ Product suggestions: ↳ This metric demonstrates how the ERG influences products and if it represents diverse users. 2/ Sales leads: ↳ Tracking leads shows the ERG's contribution to business development and its potential to drive revenue growth. 3/ Promotions from mentorship: ↳ This metric demonstrates how the ERG helps develop future leaders and makes leadership more diverse. Track these metrics and you will gain valuable insights into the effectiveness of your ERGs and their impact on your organization. This data-driven approach will help you make informed decisions, secure resources, and ultimately drive meaningful change. Got a question about measuring ERG ROI? Ask away – I'm here to help.

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Thoughtful Monday read from Kellogg Insight -- We're all familiar with the concept of the gender pay gap at this point since the 1990s. However, new research from Nicola Bianci, assistant professor of strategy at Kellogg suggests that the relationship between men's and women's average #wages did indeed change in past four decades. The average man in the U.S. used to make 80% more than the average woman in 1976, and past over four decades, that gap has fallen to a 33%. Interestingly, there was no stark drop but rather a steady decline that has remained active for the long-term. So what's going on here? Some theorize that #older workers are retiring and newer workers are taking their place, relinquishing some higher paid positions. The reason why the 33% remains stagnant though, is because there's still a disproportionate amount of women in more "traditionally feminine" job positions rather than "male" careers. What do you think about this? Do you have any personal theories about the way the pay gap minimized and then #stagnated?

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An interview process, by definition, can only cover so much content in a given time period. But decision-making is a topic that, when prioritized, can increase executive job satisfaction down the line. When we compare survey respondents who did have an interview conversation about decision making versus those who did not, we find that those who did are 1.4x more satisfied with their jobs overall. Kingsley Gate sheds light on this often-overlooked skill for HBR.

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As a lover of "Think:Act Magazine" and longtime admirer of Roland Berger (shout out to Neelima Mahajan! Rita McGrath!), you can't imagine how cool it felt to get to share some insights from Ideaflow. For folks who haven't dug into the book, this exceptional piece is a great introduction. I welcome your feedback. Hats off to the team for crafting the piece. *** "Breakthrough innovation is the lifeblood of progress, the driving force behind some of the world's most transformative technologies and companies. But how does one come up with the next big thing? How does one come up with the first kernel of an idea? How does one break out of the creativity rut? A mistake a lot of us make is assuming that for breakthrough innovation, we need to find that one good idea. But if Jeremy Utley is to be believed, more ideas lead to better outcomes. Utley, Director of Executive Education at the Stanford d.school and co-author with Perry Klebahn of Ideaflow: The Only Business Metric That Matters, challenges the common perception that one good idea is the key to success. He explains why. RB: You define the idea as a “connection”. Why? JU: My study of the underlying neuroscience has led me to realize that an idea is a bridge between two things already in your mind. The conventional view of ideas as coming from nowhere or being built from nothing lacks practicality and is not helpful. When you hold onto such thinking, you're essentially searching for something to materialize from nothing – this is not beneficial in terms of operating... RB: How can we successfully manage the inputs we receive from outside to maximize the impact we achieve? Inputs are important. Many people who aspire to lead a creative life or fail to recognize the value of that tend to focus solely on problem-solving. When you think about that, you're often concerned with the output. But what's the answer? The brain's just like anything else. When we consider the outputs of our thinking, we realize that they depend on the inputs we receive. Therefore, we call this kind of thoughtfulness about a deliberate pursuit of input inspiration. Unlike those of us from corporate environments, that is a design word that means something. To me, it is necessary to create space for looking even when you don't know what you're looking for..." Much more at the link below.

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💡 Even ChatGPT gets it... Challenging the Meritocracy Myth at Scale Two weeks ago, Scale AI formalized its hiring policy centered on merit, excellence, and intelligence (MEI). While this may sound admirable on the surface, it’s crucial to recognize the potential pitfalls and unintended consequences of such a rigid approach. 1. Meritocracy is a Myth: The idea that talent alone determines success overlooks the systemic inequalities that impact access to opportunities. By focusing solely on “merit,” we risk reinforcing existing disparities rather than addressing them. 2. Diversity and Inclusion Matter: True innovation comes from a diversity of perspectives. Prioritizing “intelligence” can inadvertently exclude those who bring different but equally valuable skills and experiences to the table. Diverse teams are proven to be more innovative and effective. 3. The Human Element: Hiring based solely on perceived “excellence” can ignore the importance of interpersonal skills, empathy, and collaboration. These qualities are essential for building a cohesive, supportive work environment. 4. Bias in Disguise: Claims of meritocracy often mask unconscious biases. Without rigorous checks and balances, hiring for “merit” can become a way to justify homogeneity and perpetuate existing power structures. 5. Legal and Ethical Risks: Excluding candidates based on a narrow definition of excellence could lead to legal challenges and damage the company’s reputation. It’s crucial to ensure that hiring practices are fair, transparent, and inclusive. At the end of the day, hiring the best people means looking beyond traditional metrics of success and recognizing the value of diverse backgrounds and perspectives. Let’s rethink what it means to build a truly equitable and innovative workplace.

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Severe mental illness remains one of the most underserved areas in mental health, possibly because it is difficult to address with the type of virtual, easy-to-scale models that VCs love to back. We're so excited that Sonia Priscilla García and Stas Sokolin at Amae Health have been able to break the mold, bringing better in-person solutions for patients and families dealing with SMI, and attracting strong venture partners to do so cc: Lisa Jacobs Blau, Alison Ryu, Claire Akkan Quiet Capital, Healthier Capital, Jan Ellison Baszucki, Karin Kissane, Mike Volpi

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💡 Dr. Christina Maslach, UC Berkeley researcher and creator of the Maslach Burnout Inventory, reframed burnout as a systemic issue, not a personal failing. She was our keynote for our first night at Fund the People's #TalentJusticeSummit. Burnout stems from six key mismatches: Workload, control, recognition, community, fairness, and values. Her advice? Shift focus from blaming individuals to fixing workplaces: • Collaborate on solutions. • Customize changes for your team. • Commit to ongoing improvements. Let’s stop asking, “Who’s burned out?” and ask, “How can we improve things?” What’s worked for you? Share below! 👇 Thanks again to our sponsors the Conrad N. Hilton Foundation, The James Irvine Foundation, the Walter & Elise Haas Fund, The Ralph M. Parsons Foundation, the Sierra Health Foundation, the Evelyn and Walter Haas, Jr. Fund, the Weingart Foundation, and the Avery Dennison Foundation. #Burnout #WorkplaceWellbeing #Leadership #ChristinaMaslach

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Recent research from UC Berkeley's Greater Good Science Center sheds light on the impact of experiencing awe. This powerful emotion can: ➡️ Transform your perspective ➡️ Improve your team's dynamics and performance ➡️ Revolutionize your leadership style #leadershipinsights #csuiteleaders #forbes #executivesandmanagement #leadership #csuiteimpact #csuiteconversations

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Teresa Caro, MBA, ACC came on The Claw to dive into a conversation about the transformative power of navigating liminal spaces, emphasizing the critical role of trust, both cognitive and vulnerability-based, in fostering resilient and innovative teams. Drawing from her extensive experience in leadership and strategic development, Teresa outlines how leaders can effectively guide their teams through transitional phases, underscoring the importance of growth and change, and the necessity of embracing conflict as a catalyst for creative solutions. Teresa's insights extend beyond conventional strategies, advocating for a holistic approach that includes understanding the human element, leveraging personal and organizational core values, and the relentless pursuit of aligning actions with the overarching purpose of the organization. During our talk, Teresa and I explored the intricacies of building high-performing teams, the nuances of marketing in times of change, and the significance of creating a culture that not only embraces but seeks out challenges as opportunities for development and innovation. Listen to the full episode here: https://lnkd.in/gHAaZi5W

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The key to having meaningful conversations at work? Be R.I.C.H. Neiko Lampkin, Equity, Inclusion, and Diversity Manager at Expel, presented at our ERG Summit about leveraging the R.I.C.H. framework to explore issues of intersectionality. According to Performance Paradigm, R.I.C.H. dialogue is “a communication method that strengthens relationships by exploring variations in points of view around race, identity, culture, and heritage.” In other words, it’s a way of having meaningful dialogue that acknowledges people’s backgrounds and lived experiences. Real, meaningful conversations are crucial to the success of any ERG. Members expect to be able to bring their full selves to the table and to be seen, heard, respected, and accepted for who they are. The R.I.C.H. communication method sets the stage for conversations that honor employees as whole, intersectional people — and ultimately, it demonstrates how acknowledging our differences can actually bring us closer together. Check out Neiko's session here: https://lnkd.in/gCZ87jWy

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DEI should be part of your organization's DNA, not a siloed function. I've spent nearly the last 30 years developing a pragmatic approach to successfully align DEI efforts with organizational goals, and now I'm sharing it with you. 💡 The DEI Strategy Academy™ will help you create your own DEI strategic plans that are sustainable, measurable, and drive organizational outcomes. Within just six weeks, you will learn how to align your DEI efforts with your organizational objectives using our proven, multifaceted approach to analysis and benchmarking that brings about lasting change. 😮 What I am excited about most is this program's versatility and comprehensive nature. We cover everything from governance and strategy, to people and culture, to finance and operations, and beyond. We will help you discover not just how DEI touches every aspect of your organization but also the impact you can make when you align your organizational goals and your DEI efforts. ✅ The DEI Strategy Academy™ isn't just about understanding DEI principles but applying them practically and measurably across your organization. Over the course of six weeks, we will equip you with the comprehensive and practical skills to move beyond surface-level change into sustainable, measurable, and impactful outcomes. 📢 This program begins October 10, 2024, so reserve your seat now: https://lnkd.in/eyDUweib - Kevin C., Content Designer and Facilitator of The DEI Strategy Academy™

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