![]() We look at and interpret the Triple Aim as the lens for our goals. Now I spend a great deal of time thinking about what the incentives should be to drive the results that we want, not just for today but for the next two or three years. It was really the right time to start adding some of these key structural items in order to actually enable the scale that Scott had originally challenged me to create here at Crossover. The cool thing about having experience working in really large organizations, is that I was already exposed to a framework for compensation, and a framework for benefits, so now I can quickly modify and right-size those for this environment. When I first got here, I was working on the foundations that will allow us to grow. What do incentives look like in a company with Crossover’s mission and values? If it’s too comfy, and you are not being pushed or pushing yourself, you’re probably not learning and most likely stagnating. ![]() One of the things I like about working so hard and creating this environment is that other people feel like they’re personally learning, and professionally growing-and that growth begets more curiosity and even more growth. It’s long hours and long days for every single person on my team, so it also has to be fun and rewarding at the same time. I find that I focus on these three themes quite a bit in my work and it has helped me enjoy some success as a people leader.īut to be clear, this is really, really hard work. I love solving problems through teams, I love that people feel like they can come to work and be their authentic selves. I like to focus on outcomes, on creating an environment where people feel comfortable in the collaboration process. What’s your leadership style? What has helped you personally be successful? However, on the flip side, our medical leaders are so grateful for the opportunity and they really get into it, practice their skills, and get to work. Again, incredibly smart, driven people, placed in positions of leadership and authority with no formal training-still blows my mind. I hadn’t really seen storytelling implemented like I have at Crossover-we have these powerful, emotive examples of leadership that are easy to remember, and effectively allow more people to be able to have their own individual “Aha” moment.Īs I previously mentioned, this is often the first leadership training course many of our medical leaders have ever gone through. We worked hard to thread the values throughout the content via storytelling. In addition, our leadership training curriculum is built around our core values and includes 40 full hours of training, parceled out into bite size modules. It’s like, “Here’s what ‘Be Fearless’ looks like when you’re selling, here’s what ‘Inspire Others’ looks like when you’re managing people, here is what ‘Be Authentic’ looks like when you are caring for our members. Because it’s written down, we are able to compare how people are doing based on this standard. We’ve created a Values Rubric that literally lays out manager type-by-manager type, to show people what “success looks like” at each level in the organization. But in order for the values to be real they have to be integrated into your people operating systems, so that’s what we’ve done. Are you inspiring people? Are you fearless? Are you staying curious? This helps us look beyond just individual superstars to see who is also going to be a great team member, who is a great servant leader, and who is going to be able to lead people-these are all so critical, particularly in our team-based care environment.ĭo Crossover’s values resonate with people? ![]() Are they a people leader? A senior leader? We created tools with these profiles that we embedded into our hiring and our performance reviews: 50% of our individual rating is based on skills, and the other 50% is based on how you live our values. ![]() We studied that and looked for the success profiles of individual contributors. How do you hire beyond just skills to build the culture? She also describes the company’s transitions during the pandemic and the bright future she sees for the company. In Part 2, she focuses on the power of culture and why team building is a superpower. In Part 1 of our conversation with Celeste Ortiz, Chief People Officer at Crossover Health, we learned all about her background and how she came to the company. ![]()
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