219: Flipping the Org Chart Upside Down at Ethico

Have you ever wondered what would happen if an org chart were flipped, so it was an upside-down triangle? Meet Nick Gallo. He and his brother Giovanni are Co-CEOs at Ethico, and they’ve accomplished this by putting their clients at the top of the pyramid.

Nick Gallo is Chief Servant and Co-CEO of Ethico, a company that provides human resource, compliance and ethics solutions that serve 8 million employees in over 100 countries. He has the distinction of being the only millennial CEO of a compliance company.

Nick is a first-generation American son of a Cuban refugee and member of Mensa International. He’s a student of behavioral economics and organizational psychology, and he’s a thought leader in the compliance and culture space. Nick has dedicated his life to serving — his community, clients, and team — in order to make the world a better workplace.

You’ll discover:

Why Nick’s other title is Chief Servant…and what it communicates to everyone else in the company
How Nick got buy-in from employees for flipping the org chart
What Day 0 looks like for new employees
Strategies used at Ethico to attract and hire the right people
The initiatives in place to give employees opportunities to learn and grow

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Connect with Nick

Nick’s Website

Ethico

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216: Design a Long-Distance Team for Everyone’s Success

Many companies are struggling with how to structure work, and some are requiring everyone to return to the physical building. Yet remote and hybrid teams are here to stay. Kevin Eikenberry shares practical tips from his new book, The Long-Distance Team, on making these teams successful.

Kevin is an expert on this subject, not only because he’s written the book, but also because he’s been leading a long-distance team himself for more than 25 years. He explains how to consciously design teams, define and create culture, and nurture employee engagement, all from a distance.

Kevin is the Chief Potential Officer of The Kevin Eikenberry Group. He’s recognized by Inc.com as one of the top 100 Leadership and Management thinkers in the world. Kevin has spent nearly 30 years helping organizations around the world in the areas of leadership development, learning, teams and teamwork, and communication.

You’ll discover:

Why getting involvement from everyone is important when designing your team
A simple and clear definition of Culture
Differences in creating culture in a new team vs. an existing team
The 3 Cs that are the pillars for long-distance teams…and why they are essential
The distinction between expectations and agreements for both individuals and teams

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Connect with Kevin

Kevin’s Resources

Website

The Kevin Eikenberry Group

Books

The Long-Distance Team: Designing Your Team for Everyone’s Success

The Long-Distance Teammate: Stay Engaged and Connected While Working Anywhere

The Long-Distance Leader: Rules for Remarkable Remote Leadership

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207: Building Trust at Penn State Health

Have you ever gone on a Listening Tour? That’s what Hillary Miller did in her first 3 months at Penn State Health in her role as Chief Learning Officer. What she learned in her conversations with hundreds of people allowed her and her team to design programs that were relevant and well received.

Hillary has also set up a Learning Council across the organization that enables people in all types of positions to have a voice. You will love the types of questions Hillary shares throughout this conversation that encourage people to speak openly and build strong trust.

You’ll discover:

The 4 questions Hillary asked each person she met with during your listening tour
What Hillary has done to build trust and high performance with her own team
The weekly Development Sessions Hillary and her team have…and how she’s expanding them to other parts of the organization
The growth she went through to make it easy for her to say “I’m not perfect” and “I made a mistake”
Why Hillary is a big believer in humor and laughter

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Connect with Hillary

Hillary’s Resources

Website

Penn State Health

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202: UC Berkeley’s Focus on People and Culture

What’s wrong with the term, Human Resources? In this enlightening conversation, Eugene Whitlock explains why he prefers People and Culture. He also describes the valuable work his DEI team has done to put in place an Equity Training Series and an Inclusive Leadership Academy for faculty and staff.

Eugene is Associate Vice Chancellor for Human Resources and the Chief People & Culture Officer at the University of California Berkeley. Eugene leads a 75-person human resources department including talent acquisition, people and organization development, employee and labor relations, total rewards, diversity equity, inclusion and belonging, and human resources information systems. During his time at UC Berkeley, Eugene has emphasized the creation of a workplace where everyone can be themselves and feel like they belong.

You’ll discover:

What Eugene did when he became a leader for the first time
Why he’s a big believer in feedback
The reason for changing from Human Resources to People and Culture
Why Eugene set up a DEI team and the programs now offered to faculty and staff
Two research projects in the Psychology Department and the Haas School of Business that Eugene is involved with

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Connect with Eugene

Eugene’s Resource

Website

UC Berkeley’s GROW Program Offerings

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170: How UC Berkeley Transformed Performance Reviews and Built a Coaching Culture

What if you could turn your performance review process into a real development opportunity? Angela Stopper, Ph.D., describes exactly what she and her team at UC Berkeley did to accomplish this amazing transformation.

Angela is the Chief Learning Officer and Director of People and Organization Development at the University of California, Berkeley. She is responsible for the team that creates and delivers campus-wide learning initiatives supporting supervisory, management, functional, and technical learning efforts for the campus’s 9,000 staff and faculty administrators.

You’ll discover:

The You-Me-We Learning Model that forms the basis for all their development programs
Why the entire learning operation at UC Berkeley is branded as GROW
What they’ve done to empower learners to be self-driven
How coaching has been incorporated into their performance review system
What “Achieve Together” conversations between managers and employees sound like

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Connect with Angela

Angela’s Resources

Website

UC Berkeley’s GROW Program

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