Introduction to the Guest

Harvey Francis was a board member of Skanska UK Plc and a member of the Executive Management Team, from 2008 until 2025, with functional leadership responsibility for Human Resources, Communications, Customer Experience and strategy and planning. He retired from Skanska at the end of June 2025. He continues to serve as Chairman of Skanska Construction Services Trustee Ltd, a role he has held since 2011. Harvey joined Skanska in 2007, having spent the early part of his career in general management before moving into HR. He previously held senior HR and general management roles at Pfizer, BT, House of Fraser, and Virgin Group. Harvey featured on HR Magazine’s ‘Most Influential’ list between 2015 and 2021, and in 2022 was inducted into its ‘Most Influential’ Hall of Fame. He was featured on the HR Global 100 index in 2023 and is an editorial panel member of the HR Director magazine. His specialities include business transformation, inclusion & diversity, organisation development, strategy development, HR effectiveness and transformation, and talent management.

Summary

In this insightful conversation, Harvey Francis shares his journey through leadership and company culture, emphasizing the critical role of leadership in shaping organizational culture. He discusses the evolution of company culture, the importance of measuring employee engagement, and the balance between top-down and bottom-up approaches. Harvey also highlights the significance of assessing cultural fit during hiring, fostering collaboration, and navigating the challenges of mergers. He reflects on leadership lessons learned from mistakes and the cultural challenges faced in today's complex workplace.

Takeaways

• Leadership is crucial in establishing and maintaining company culture.

• Company culture has remained fundamentally the same, focusing on leadership behaviors.

• Employee engagement surveys are valuable tools for measuring culture.

• Cultural fit should be a key consideration in hiring processes.

• Collaboration requires clear goals and understanding among team members.

• Addressing non-collaborative behaviors is essential for team success.

• Cultural integration during mergers requires careful planning and communication.

• Leaders must be honest about the state of their team's culture.

• Organizations need to adapt to the changing expectations of employees.

• Leadership commitment is vital for successful organizational change.
  

Introduction to the Guest

Neda Sahebelm is an I/O Psychologist and seasoned Ops leader who’s helped multiple businesses achieve exponential outcomes. Over the last decade, she’s built and scaled high-performing teams at the likes of FOX and National Geographic EMEA through to their Disney acquisition, and EdTech unicorn, Multiverse, from pre-seed to post Series D. Neda now runs keshty, where she partners with startups as Fractional COO and Scale Advisor with a particular emphasis on minority-led tech for good.

Summary

In this episode of Tribe Talks, Neda Sahebelm shares her journey into organizational psychology, emphasizing the importance of ethical scaling and leadership in creating healthy workplace cultures. She discusses the challenges of mergers and acquisitions, the significance of diagnosing team health, and the role of communication in maintaining trust during rapid growth. Neda also highlights the future of team psychology in the context of remote work and the exciting developments in the tech for good space.

Takeaways

• Neda enjoys pottery and exploring new restaurants.

• Organizational psychology focuses on building healthy workplaces.

• Ethical scaling prioritizes sustainable growth over rapid expansion.

• Leadership plays a crucial role in team engagement and culture.

• Transparency during exits can improve team morale.

• Organizational psychology is about creating high-performing teams.

• Mergers can be challenging without clear cultural compatibility.

• Data-driven approaches help diagnose team health.

• Effective communication fosters trust in remote teams.

• Tech for Good is becoming more impactful and profitable.

Introduction to the Guest

Luca Dellanna is a distinguished management advisor and author of over ten books, recognized for his expertise at the intersection of risk management, operational know-how, and behavioral psychology. Luca began his career at DuPont's consulting unit in Frankfurt, focusing on managerial excellence across Europe. In 2015, he returned to Turin, Italy, to establish a private consulting practice that serves clients globally, including in Italy, France, the United States, India, and Singapore. Luca's work has been featured at prominent conferences and podcasts like Nudgestock and EconTalk, and he is followed by over 25,000 readers worldwide. Known for his practical approach, Luca emphasizes not only what the right actions are but also how to execute them effectively.

Summary

In this conversation, Luca Dellanna discusses how organizations can become more anti-fragile by focusing on both strategic considerations and the importance of individual interactions within the company. He emphasizes that while survival is crucial, the reactions to employee concerns play a significant role in fostering a resilient company culture.

Takeaways

• Organizations must ensure they can survive economic downturns.

• Cash reserves are essential for enduring tough times.

• Strategic considerations are just the table stakes.

• The individual manager's role is crucial in resilience.

• Encouraging open communication is vital for anti-fragility.

• Reactions to employee concerns shape company culture.

• A fragile company discourages problem reporting.

• Resilience is built through positive interactions.

• Anti-fragility requires a proactive approach to management.

• Creating a safe space for questions enhances resilience.