At Blue Shield of California, Christopher McCormick drives the planning and execution of human capital plans, providing strong leadership skills leveraged to lead the HRBP team.
He develops people strategies that connect and enable the successful execution of business strategies; execute leadership assessments, coaching talent management programs; consult and guide business leaders and their teams. He leads high performing teams through training & mentorship and executive coaching. He is enabling the culture through the organization to ensure there is Diversity, Equity and Inclusion at all levels of the organization.
Christopher has his BFA from Webster University, He previously advised the Building Innovative Leaders program in partnership with Stanford University, Stanford Executive Education.
He designed the Growing Innovative Leaders program in partnership with National Taiwan University EMBA School. He is a Six Sigma Green Belt, is a certified NeuroLeadership Institute Facilitator and a frequent panelist and lecturer at Golden Gate University.
More from Christopher…
Everybody deals with stressful times. Christopher offers some guidance on how leaders can help their people through them.
“The one thing that I would share is there is a model in back to the NLI model, the Neuroleadership Institute model, there’s a thing called SCARF. So, there’s safety is the S. C is certainty, A is autonomy, R is relatedness, and F stands for fairness. That’s the scarf model and people need all of those things. They need safety, they need certainty.
We’ve been in a very uncertain time and we feel that right not having that certainty is put people in a stress state. So, people are automatically in a stress state. How do you get them [to] a forward state? How do you lean in and give them more answers to some of the questions that you know that they’re going to have that starts to condition to a forward state. That’s how leaders can start to think through how they communicate, how they show up, how they facilitate meetings, how they deal with one-on-one conversations. All of those things are necessary and also knowing what people’s main things that they need are.
So, somebody may… need a high level of autonomy. If you’re a micromanager and you’re coming to them, asking them a lot of questions about details, chances are you’re not speaking to them in a forward state. You’re coming to them and you’re stressing them out. So, knowing your people and understanding kind of what did they value more out of the SCARF model traits is a good way to think about helping leaders think through how their approach can help put people in more of a forward state.”
