4 Reasons Why You Didn’t Get That Promotion

The Harvard Business Review identified a few ways intelligent people undermine their success. Four of their insights hold acute relevance for insurance industry professionals.
By: | December 6, 2018 • 3 min read

You graduated at the top of your class. You’re a quick learner who doesn’t need a lot of oversight or guidance. You have the critical thinking skills necessary to solve tough problems. But your junior colleague just got the promotion you thought you had in the bag.

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What gives?

The reins holding you back in your career may have nothing to do with the quality of your work, and everything to do with how you interact with those around you. The insurance industry is full of smart people — you need an analytical mind and strong critical thinking skills to succeed — but being smart is often not enough if you want to take on a leadership role.

The Harvard Business Review identified a few ways intelligent people undermine their success. Four of their insights hold acute relevance for insurance industry professionals.

1) You don’t work on your people skills.

Any senior leader in this industry will tell you relationships still matter. In a competitive market where customers have their pick of top-tier products and services, your ability to forge a personal connection could be what wins over a new account.

“Your ability as a leader to create and develop powerful relationships is fundamental to success,” said S4 Consulting President Sallie Sherman in a 2017 Forbes interview. “The leader’s world is about creating a direction and context for action, and leaders need to develop special relationships that include high levels of trust and commitment.”

But people skills apply internally as well. Most people want a leader who they find friendly, warm and personable. Lacking social skills in the office may sabotage efforts to move up the ladder.

2) You don’t delegate.

People skills mean more than making small talk by the coffee machine. When working in teams for specific projects, the ability to listen to other ideas and be open-minded is essential. Highly intelligent people tend to want to take charge, believing if they want something done right — and done quickly — they have to do it themselves.

But the ability to delegate tasks and not micromanage are core leadership skills. According to Forbes, “a leader’s primary responsibility is to focus on the success of their people.” That requires giving your people the independence to lead projects and accomplish tasks on their own. Not only does this keep employees engaged, but it also increases their sense of satisfaction at work and helps them develop the skills to become future leaders.

Demonstrating the ability to delegate tasks and instead manage priorities is necessary if you’re eyeing a corner office.

3) You play it too safe.

HBR says that highly intelligent people — who have been praised since childhood for their academic performance — tend to identify themselves by and attach their self-esteem to their intelligence. That makes them less likely to take risks because the chance of failure is greater.

“Any situation that triggers feeling not-smart is perceived as highly threatening,” the HBR said.

“Innovation” is on the agenda at every major carrier, and an unwillingness to go outside your comfort zone will hold you back.

Though the insurance industry is risk-averse by nature, success still demands thinking outside of the box. Especially as risks emerge and evolve faster than ever (cyber security, extreme weather, reputation, etc.), brokers and underwriters need to be creative in finding new solutions and willing to take on new exposures in order to better serve clients.

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“Innovation” is on the agenda at every major carrier, and an unwillingness to go outside your comfort zone will hold you back.

4) You don’t develop a niche.

Companies don’t necessarily want a jack-of-all trades when they’re shopping for a broker or carrier. They want experts with specialized knowledge of their industry and their unique risks. For curious people who love to learn, staying in one lane for the length of their career is unappealing.

Intellectual people may desire to develop a level of expertise across a range of topics, but being a master of none does not make you stand out as a candidate for advancement.

If you’re stalled in your career, ask if any of these characteristics apply to you and outline a few concrete steps to change them. Start with one face-to-face interaction, one task to assign, or one creative solution at a time.

You’re smart. You’ll figure it out. &

Katie Dwyer is an associate editor at Risk & Insurance®. She can be reached at [email protected]

4 Companies That Rocked It by Treating Injured Workers as Equals; Not Adversaries

The 2018 Teddy Award winners built their programs around people, not claims, and offer proof that a worker-centric approach is a smarter way to operate.
By: | October 30, 2018 • 3 min read

Across the workers’ compensation industry, the concept of a worker advocacy model has been around for a while, but has only seen notable adoption in recent years.

Even among those not adopting a formal advocacy approach, mindsets are shifting. Formerly claims-centric programs are becoming worker-centric and it’s a win all around: better outcomes; greater productivity; safer, healthier employees and a stronger bottom line.

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That’s what you’ll see in this month’s issue of Risk & Insurance® when you read the profiles of the four recipients of the 2018 Theodore Roosevelt Workers’ Compensation and Disability Management Award, sponsored by PMA Companies. These four programs put workers front and center in everything they do.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top,” said Steve Legg, director of risk management for Starbucks.

Starbucks put claims reporting in the hands of its partners, an exemplary act of trust. The coffee company also put itself in workers’ shoes to identify and remove points of friction.

That led to a call center run by Starbucks’ TPA and a dedicated telephonic case management team so that partners can speak to a live person without the frustration of ‘phone tag’ and unanswered questions.

“We were focused on building up a program with an eye on our partner experience. Cost was at the bottom of the list. Doing a better job by our partners was at the top.” — Steve Legg, director of risk management, Starbucks

Starbucks also implemented direct deposit for lost-time pay, eliminating stressful wait times for injured partners, and allowing them to focus on healing.

For Starbucks, as for all of the 2018 Teddy Award winners, the approach is netting measurable results. With higher partner satisfaction, it has seen a 50 percent decrease in litigation.

Teddy winner Main Line Health (MLH) adopted worker advocacy in a way that goes far beyond claims.

Employees who identify and report safety hazards can take credit for their actions by sending out a formal “Employee Safety Message” to nearly 11,000 mailboxes across the organization.

“The recognition is pretty cool,” said Steve Besack, system director, claims management and workers’ compensation for the health system.

MLH also takes a non-adversarial approach to workers with repeat injuries, seeing them as a resource for identifying areas of improvement.

“When you look at ‘repeat offenders’ in an unconventional way, they’re a great asset to the program, not a liability,” said Mike Miller, manager, workers’ compensation and employee safety for MLH.

Teddy winner Monmouth County, N.J. utilizes high-tech motion capture technology to reduce the chance of placing new hires in jobs that are likely to hurt them.

Monmouth County also adopted numerous wellness initiatives that help workers manage their weight and improve their wellbeing overall.

“You should see the looks on their faces when their cholesterol is down, they’ve lost weight and their blood sugar is better. We’ve had people lose 30 and 40 pounds,” said William McGuane, the county’s manager of benefits and workers’ compensation.

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Do these sound like minor program elements? The math says otherwise: Claims severity has plunged from $5.5 million in 2009 to $1.3 million in 2017.

At the University of Pennsylvania, putting workers first means getting out from behind the desk and finding out what each one of them is tasked with, day in, day out — and looking for ways to make each of those tasks safer.

Regular observations across the sprawling campus have resulted in a phenomenal number of process and equipment changes that seem simple on their own, but in combination have created a substantially safer, healthier campus and improved employee morale.

UPenn’s workers’ comp costs, in the seven-digit figures in 2009, have been virtually cut in half.

Risk & Insurance® is proud to honor the work of these four organizations. We hope their stories inspire other organizations to be true partners with the employees they depend on. &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]