You Are the Succession Plan

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You Are the Succession Plan 

By: Dr. Bradley W. Gronke, Talent Acquisition and Development Manager for Gallagher Bassett

Insurance opportunities are vast with over 400,000 positions needed to be filled by 2020(1). Many of these careers have been and will be filled by youthful individuals that are hungry to make an impact economically, socially, and organizationally. We as an industry need to focus on these areas in order to attract and retain talent in a lean marketplace. The unemployment rate nationally is at 4.0%(2). Essentially, everyone that wants a job has a job but how many are fulfilling their why(3)? How many of these individuals are passionate about the role they have? So many individuals wake up every day that are employed and say, “I have to go to work.” Instead, wouldn’t it be great if those same individuals could wake up and say, “I get to go to work.” Serving in the claims industry for nearly twenty years I have heard both of these statements from co-workers, employees, and managers. We need to address the desires of the intellectually bright, energetic, and motivated young executives of tomorrow, today!

Many talented young professionals are already starting their own businesses in high school or even earlier(4). These amazing people, much like the individuals earning RISE awards, want to make an economic impact. They want to see our economy grow. They realize that the results of these efforts will ensure that they are developing a solid living legacy. Many professionals new to the insurance industry already have a solid foundational knowledge of business structure, root-cause analysis, and return-on-investment modeling. Professionals already possessing those skills allow organizations to focus on deep dives to technical aspects of roles. It also allows for exploration of an organizations culture in a more expedited time line then previously was ever imaginable. The value that is contributed by an individual to an organization needs to be felt. We need to ensure that they are aware of how they are making an impact and where they fit into the economic success of the organization.

The leaders of tomorrow need to focus on the changing structure of organizations. Many of these organizations are now flat and executives are more accessible than ever before(7). The circular relationship between a leader and followers is foundational for flat organizations to thrive. The partner-follower is one that will passionately pursue the vision of the leader(8). These followers will also leverage their intelligent disobedience to ensure that the organization moves from good to great(9),(10). There is a distinct difference between leaders and managers. Leaders inspire, motivate, and drive others to success. Managers ensure that tasks are completed within given boundaries so that goals can be achieved. Each role, leader and manager, is important to an organizations overall success. The most exciting news of this most recent generation of young professionals is that there are more and more leadership talents and study to develop skills. Leadership is essential to organizations moving from good to great but the foundation of that leadership is the follower. Leaders must be willing and have the capacity to understand their followers if the organization is to succeed.

The RISE awards highlight young professionals that are the succession plan for our industry. We as current leaders need to take notice. We need to ensure that our businesses are supplying engaging opportunities for growth economically, socially, and organizationally to these young professionals. When we ensure that our industry is achieving the steps necessary to support its own movement from good to great we will be laying the foundation for the young insurance professionals of today to be tomorrow’s leaders.

Dr. Bradley W. Gronke currently serves as a Talent Acquisition and Development Manager for Gallagher Bassett. Dr. Gronke’s responsibilities include recruitment, training, development, engagement, and retention of 700 employees across 23 offices. He is a results driven, motivational claims leader with 17 years’ experience. He has obtained degrees including a master of science in social justice, master of business administration in organizational behavior, and a doctorate of education in leadership. He is constantly striving for excellence through action research that is practitioner based. Dr. Gronke holds the professional designations of AIC, AIS, AIM, and SCLA while currently pursuing his CPCU. Dr. Gronke serves on the faculty at Benedictine University as an adjunct lecturer. He has volunteered since 1999 as an emergency medical technician. He holds numerous instructor and practitioner certifications in first response. Dr. Gronke’s why is to impact society in perpetuity by sharing the study of followership with others.

Notes:
1.) Ruquet, M. E. (April 17, 2013). Insurance industry crisis: 400,000 positions to fill by 2020. Property and Casualty 360.
2.) Bureau of Labor Statistics. (July 6, 2018). The employment situation-June 2018 (USDL-18-1110). Washington, DC.
3.) Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York, N.Y.: Portfolio.
4.) Stach, L., & Winn Miller, Mary. (2014). Why high school students can start companies. Under 30 CEO.
5.) Gallagher, R. (May, 1984). The Gallagher way.
6.) Bourque, A. (March 29, 2016). Are millennials the most generous generation?. Entrepreneur.
7.) Vaccaro, A. (January 29, 2014). How do you lead in a flat organization?: Companies that eliminate formal hierarchies must also transform the role of their senior leadership. Inc.
8.) Chaleff, I. (2009). The courageous follower: Standing up to & for our leaders. San Francisco: Berrett-Koehler.
9.) Chaleff, I. (2015). Intelligent disobedience: Doing right when what you’re told to do is wrong. Oakland: Berrett-Koehler.
10.) Collins, J. (2009). Good to great: Why some companies make the leap…and others don’t. London: Random House.
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Follower-ship, Bottom-Up Leadership

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Follower-ship, Bottom-Up Leadership

By: Alex Clay, Claims Vendor Manager at The Main Street America Group

As the world struggles to keep pace with changes in technology, communication and advancement in human awareness, professional leadership concepts such as embracing bottom-up leadership have gained increasing traction in theory and application. Traditionalist leadership has many paradoxes that create errant judgment in the leadership styles of past. In moving away from these timeworn qualities, those of leadership stake should consider dropping the charade of divinity often assumed from roles of power and encourage an atmosphere that creates value in the role of follower-ship. The term “bottom-up” leadership‘s intended implication is that leadership provides an opportunity for line employees to have an active role in determining strategy; a voice. When promotion of a free-flowing avenue for dialogue occurs, continuous advancement in innovation, strategy and morale emerge in all associated with the process. Changing the behavior away from traditionalist leadership roles to a “bottom-up” leadership approach takes time and is not something to be dictated or pressured. This movement of inclusion is a method of leadership that is developed through exchange and trust over time.

Our stereotypical dogma of leadership shapes our expectation when we occupy the role of leader or follower. The general assumption is that leaders in organizations know the processes and tasks that front-line employees engage in during the operations of daily pursuits. All in all, many do not! A common downfall of leadership is our unknown disposition to the reticent ego we carry. The takeaway is that people at the bottom know most of the answers without having the questions. Those at the top typical have dissociated themselves through gradual promotion away from the answers contained in daily affairs and into positions that promote questioning. The acceptance that not any one caste of the organization is going to know all the answers or have all the questions needs to be realized for bottom-up leadership to be effective. When leadership can embrace the goals of virtuous follower-ship, it can break out of the restraints of vanity and build a platform on mutual enterprise with employees who take pride and satisfaction in the role of being a supportive player within the organization.

About the author:
An 11 year patron of the property claims industry, Alex has worked for several carriers ranging in size and stature across the country. He started as a Catastrophe adjuster and has continued to climb the ranks. A graduate of Flagler College with a Bachelor’s in Business Admin. and Embry-Riddle Aeronautical University with a Masters in Organizational Leadership, Alex believes that the claims industry is entering into a renaissance period, that focuses on leadership reformation and not fixated on the employee base. He looks to educated those wishing to attempt to engage new leadership theory within claim environments.

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How to Have a Successful Career in Claims

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How to Have a Successful Career in Claims

By: Allan Robinson, CPCU, Executive Vice President of Field Operation and Sales Management and Chief Claim Officer at Horace Mann

Working in claims gives you broad exposure to the insurance business and provides the opportunity to hone your skills, both in soft skills like customer service and in skills that are more technical. It is where many in the insurance industry get their start.

A quality claims employee is a problem solver, an individual with strong interpersonal skills mixed with a solid financial, math mindset. The claims employee of today needs to be tech-savvy, have an insatiable appetite to learn, and easily adapt to a changing landscape. Keeping up with current communication technology is essential, but also, for long-term success, you need to engage in and develop your face-to-face communications skills. There are going to be in-person moments – and probably during some of the most challenging moments in life for the client. The combination of understanding people and service, along with strong analytics, is the foundation of success.

In other words, success in claims requires you to be an expert in many areas and that can be both exhilarating and a challenge. The need to dig in, expand your knowledge, and broaden your experience is not for everyone. We all start with basic, simple claims, but then move to more complex claims, requiring you to be more analytical, and likely make the service aspect more complex.

In addition, claims can provide a good base from where you branch out. The insurance industry encompasses every discipline – finance, marketing, human resources, public relations, and sales.

You should expect your company to help you plan and implement a career plan. Use the tools your company provides to make sure you know what you want and what will work best for you – and then you can be your best for the company. You may be looking for work-life balance, a good vacation benefit, the ability to have a flexible or alternative work schedule. Communicate your expectations to your manager and ask questions. Your development is a joint responsibility between you and your company, as it benefits both of you. Invest some time in yourself and seek out the tools your company has to help you reach your career goals.

You will also want to seek out a company that knows how important it is to think outside the box, to be agile, and gives you the chance to challenge yourself. Whether you are assisting with an upgrade of systems, adopting new, more efficient ways of operating or learning new elements of the business, you need a company that challenges and stimulates your mind, and finds ways to motivate you to elevate your game. It is important to find a company that knows you make a difference for the customer, gives you credit and recognizes you when you make significant contributions and knows you are one of the reasons the company is successful.

Claims can be a very challenging job, but the feeling you get when you help bring resolution to a customer who has lost their home to fire or been affected by an auto accident, is very rewarding. In claims, you have the opportunity to take care of customers in their biggest moments of need, contribute to the success of the company, and build a life-long, rewarding career for yourself.

About the author:

Mr. Robinson was appointed to his present position of Executive Vice President in March 2018 and assumed responsibility for Field Operations and Sales Management in May 2017. He joined the Company in 2015 as Senior Vice President of Claims. Prior to joining the Company, Mr. Robinson served as Vice President of Claims at Hanover Insurance Group, an insurance provider, since 2010, and spent 27 years at the Allstate Corporation holding a variety of roles in their claims organization including Vice President. Mr. Robinson has more than 30 years of experience in the insurance industry.

For more information on careers with Horace Mann check out their website: https://www.horacemann.com/about-us/careers/employment-opportunities

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Insurance and the Human Connection

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Insurance and the Human Connection

By: Darla Finchum, Chief Claim Officer at MetLife Auto & Home

In a world where digital technologies are continuously integrated into our personal and professional lives, there is a balancing act between human connection and automation. Despite the benefits of automation and new AI capabilities, employees still seek a humanized workplace where they can thrive. In fact, 65% of employees note their co-workers are like family and 60% said work helps shape their identity, according to a recent MetLife survey.

It’s clear that work life and personal life delineation is getting thinner and employers need to have a deeper understanding of how to help employees thrive. For instance, looking at value belief system – the purpose of work for greater insights on what motivates engagement and loyalty. MetLife found that nine out of ten people would choose a company with similar values over a job that pays more. The survey asked more than 1,000 employees over the age of 21 in a variety of industries what they look for when selecting a place of employment. Three quarters said they want a company that both supports them financially and acts as a good corporate citizen by demonstrating that it cares about the community and well-being of its people.

Not only are the company’s values important to employees, but also the role of the employer. In fact, looking forward to the next five to 10 years, millennial employees are looking for their employers to be more involved rather than less. MetLife’s Role of the Company survey found millennial women were more likely than average to desire greater involvement from companies in providing career development and training programs, financial wellness, health insurance and retirement security.

Understanding not only what its employees’ desire, but also the role it plays in its employees’ lives, MetLife Auto & Home has worked diligently to provide its team members with an environment and culture in which they can thrive. When we re-opened its Freeport, IL offices in May 2017, the company focused on providing an updated cutting-edge collaborative work environment to foster innovation. Recruitment for the new office focused on college graduates with two to four year degrees, who wanted to work in a professional atmosphere with growth opportunities.

In the first few months, more than 100 new team members were hired, exceeding the initial plan of adding 150 jobs over two years, bringing today’s total to more than 300 employees. As a company, we estimate will add nearly 100 additional jobs by 2019, bolstering our local workforce. Furthermore, as a company who strives to be good corporate citizens, MetLife Auto & Home and our associates are supporting Freeport through volunteerism and supporting local initiatives to help bolster the community, including financial contributions to the Greater Freeport Partnership and working with NonProfit THRIVE, an organization that runs a platform designed to match volunteers with nonprofits and track volunteer hours.

Across MetLife Auto & Home’s 16 offices and nearly 3,000 associates, understanding what the employee values can not only support and help them to thrive but also have a positive impact the business. The next generation of the insurance workforce has an opportunity to share their values and contribute to a more humanized workplace as well as use their voice as innovative, problem-solving customer advocates. These rising professional can not only make a difference within their company’s culture but a positive impact on their communities and customers they support.

 

For more information about MetLife careers and opportunities check out: https://jobs.metlife.com/

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