FacultyFaculty/Author Profile

Kathy G. Gallo

Goodstone Group LLC
Managing Partner
New York, NY, USA


KATHY G. GALLO
Managing Partner and Senior Executive Coach

Professional Expertise
Kathy coaches senior executives and high potential leaders wanting to take their leadership effectiveness to the next level.  Her clients are those with an authentic desire to develop and a will to take some risks in learning to change.

As Kathy believes that leadership expectations have to be defined in the context of a leader’s business, organization, culture, and current/desired role, she begins her coaching work by understanding each of those dimensions.  She has extensive experience working with individual leaders, with business functions, and with entire organizations to understand business-based leadership expectations, to communicate them constructively, and to then help leaders to meet them. 

With more than 16 years in a leading global management consulting firm with an up-or-out performance culture, Kathy is deeply skilled at supporting very smart, driven, and successful leaders who receive feedback about expectations for moving up or gaining broader support at the most senior levels.  A particular strength is in discovering behaviors underlying the often vague terms used to describe unmet expectations like “doesn’t fill the room,” “doesn’t convey strategic thinking,” “struggles to develop average performers,” “acts like a second in command,” and “isn’t visible enough”.  Following translation, Kathy supports her clients in taking the risks needed to experiment with new behaviors and in staying disciplined to the point of competence.

Kathy’s current and recent clients include senior executives in financial services, private equity, executive search,  telecommunications, retail, and higher education.   

Career History
Marshall Goldsmith Partners, LLC (2004-present)
Managing Partner, Senior Executive Coach
In addition to coaching individual clients, Kathy helps firms integrate coaching programs into their overall leadership development agendas, works with clients to select appropriate coaches for specific leaders, and oversees the performance of coaching engagements. Kathy has lead responsibility for client development, coach selection and staffing, product/service design, finance, operations, and strategic partnerships. 

In addition, Kathy consults with clients in the areas of HR organization and strategy, talent development, performance management, and succession planning. 

Fannie Mae Corporation (2002-2004)
SVP Human Resources

Kathy led an overall change program for the HR function and for key people processes across the company.  She developed and implemented new performance management and executive compensation systems for the top 200 executives, redesigned health and welfare benefits for all employees, and designed new training programs for business and leadership skill development.  Kathy worked directly with the Board to prepare the annual performance assessment of CEO and to develop succession plans for c-level officers.

McKinsey & Company  (1985-2002)
Principal, Director of Personnel for Client Service Staff (1988-2002)
Kathy held a broad leadership role covering the firm’s people mission to attract, develop, excite , and retain top talent:

  • Developed and applied metrics to analyze performance against people mission; recommended and shaped policies to improve performance
  • Led support for firm’s personnel committees that evaluate partner election candidates and conduct annual reviews of all partners
  • Formulated and led the implementation of firm-wide change program aimed at increasing consultant excitement and retention.  Measured staff satisfaction improved significantly within 18 months
  • Led fast-paced design and development of upward feedback system, syndicated unprecedented global acceptance, launched and used in annual evaluation cycle for team leaders and partners 
  • Led design and implementation of 5-day interactive influence skills training program for global talent staff

Energy Consultant (1985-1988)
Kathy worked with the middle and upper managements of US and Canadian energy companies to plan and implement strategies for improving operations and to evaluate major capital investment decisions.

Other Roles
Earlier in her career, Kathy worked as a Corporate Planner where she evaluated leveraged finance investments for the unregulated subsidiary of an energy company.  She has guest lectured for the Executive MBA Program at Columbia University.  She has also been quoted on the topics of coaching and human resources in the Wall Street Journal and The Financial Times.

Education and Professional Affiliations

  • Certificate in  Leadership Coaching, Georgetown University
  • M.B.A., Marymount University of Virginia
  • B.S., Electrical Engineering, Virginia  Tech
  • Completed MGP/Blaqwell Developing Lawyers as Leaders training
  • Trained in MBTI, Hogan, Conflict Dynamics Profile, EQinAction,  CCL and Lominger instruments
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