Raise the bar
Natasha’s team focuses on building the technology that enables providers to transition to new value-based care models. Some might balk at the nature of Natasha’s responsibilities: navigating ever-changing reimbursement models, tracking regulatory and policy decisions, maintaining code quality as the scope and complexity of their projects continue to evolve, all while ensuring the team’s effectiveness and efficiency as they build a new product offering. But Natasha does it, and does it well. Her teammate said it best, “She doesn’t accept a compromise when it comes to quality and is constantly pushing the team to produce what’s best for patients.”
Solve problems that matter
When Dan noticed that clinicians were having trouble simply searching through their patients’ records, he knew that he had to do something about it. Alongside a few colleagues, Dan spent months developing a feature that they would eventually call “DocSearch,” which indexes all typewritten reports in a patient’s electronic record, making them easily searchable. No longer are doctors spending hours searching file by file, lab report by lab report – Dan and his team solved a problem that mattered.
As a nurse practitioner, Janet uses her years of experience caring for cancer patients in her role at Flatiron. Janet’s colleagues appreciate her ability to empathize and coach them through any tough situation. One teammate said, “If Janet notices that I am having a difficult day, she will schedule an impromptu walk on my calendar to chat.” While Janet’s kindness may be instinctive, it is valued by everyone who works with her.
Be willing to sit on the floor
Asif works closely with new hires, helping them to acclimate to Flatiron’s unique environment. He is constantly working to improve the experience of all new employees, and is willing to do whatever it takes to get the job done well. As one of his colleagues recently said, “Asif is organized and on top of his work, but also willingly adapts when needed and is happy to jump in at the drop of a hat when anyone is in a bind.”
Give and receive 30% feedback
Coulton is currently working on integrating clinical guidelines into our products to enable clinicians to more easily and effectively prescribe therapies to their patients. His strategy for developing new features and products is to first design a two- or three-page prototype, and to then share with not only the design team, but also with product managers, clinicians and software engineers to get early input as to whether his design is conceptually sound. He attributes this seemingly premature collaboration to the success of many of his team’s projects.
Comfort & greatness rarely co-exist
Sandy finds her work pioneering the integration of real-world evidence with cancer research both scary and exciting. She finds that she is constantly striking a balance between great innovation and comfortable adherence to established regulations, but ultimately, she believes that the high stakes of balancing both are what make her work so important.
Obligation to learn and teach
When Jeff first joined Flatiron through the acquisition of Altos Solutions, he developed the training guide for OncoEMR that we still use today. Jeff is actively involved in ensuring that the entire Provider Solutions team understands the training guide, keeps it updated and relevant, and gladly runs a monthly training session to ensure alignment. Jeff is particularly proud of being asked to move his desk tangent to the Support and Account Management teams so that he is able to more effectively share his intimate knowledge of OncoEMR.
Show poise under pressure
Julia takes great responsibility in ensuring that the providers in Flatiron’s network have everything they need so that they can focus on what they do best: taking care of patients. Part of her strategy for remaining calm in stressful situations is to focus on her strengths, including her organizational skills, and to establish decision-making criteria ahead of time so that she is prepared for anything that comes her way.
Train your own replacement
Kevin is proud of how well his software engineering team functions in his absence. He views this as a testament to his investment in the professional development of the people he works with. Kevin is constantly training team members to move up in their careers by, in his words, “pulling them out of their comfort zones to the uncomfortable territory where they can really grow.”
Be vocally self-critical
Cecilia’s role entails ensuring the team’s effectiveness and efficiency. By being honest about shortcomings in her own performance, Cecilia sets a tone for criticism as a constructive – not disciplinary – measure, essential to the success of the company. She finds that others are more willing to evaluate and critique their own work when she demonstrates this herself. “Things start with you,” she says.