Risk Insider: Eric Copple

Selling Peace of Mind in an RM Package

By: | November 2, 2016 • 3 min read

Eric B. Copple CIC, CRM is a risk management adviser for Arthur J. Gallagher & Co. Throughout his 20 years of brokerage experience, he has helped clients build effective risk management systems to stay on the road to success. He can be reached at [email protected]

Whether you believe you are in sales or not, most of us spend our days trying to persuade other people to adopt our idea, way of thinking, product, approach, etc.

We are all of us eternally trying to convince someone to buy or buy-in, literally or figuratively.

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According to Daniel Pink in his exceptional new book To Sell Is Human, “Dig beneath the sprouts of your own calendar entries and examine their roots, and I suspect that you’ll discover something similar.

Some of you, no doubt, are selling in the literal sense — convincing existing customers and fresh prospects to buy casualty insurance or consulting services or homemade pies at a farmer’s market.

But all of you are likely spending more time than you realize selling in a broader sense — pitching colleagues, persuading funders, cajoling kids. Like it or not, we are all in sales now.”

Let’s face it: there are few things more difficult to sell than the concept of risk management. From a time and resource allotment standpoint, Risk Management and now Enterprise Risk Management have always been a difficult sell to the ADHD world of business.

Convincing a business that they should loop back and check their processes when they’ve already begun to institute a new plan, or spend important hours on the front-end of a launch to make a failure prevention plan, will not make you popular.

When the topic of risk management is introduced, our minds instantly gravitate toward boredom, meetings, micro-management and extra work.

Why is this true? Like beginning a diet or a new workout regime, starting a RM process seems somehow painful. People have a natural aversion to pain and anything negative.

Seem like an over-generalization? Then think about how often the answer is “Fine” to the question “How are you doing?”

Like anything worthwhile in life, the risk management approach is going to take more work on your part.

It often seems easier and perhaps more polite to not get into it with someone, even if they could potentially help. We really do not want to waste time thinking about what is wrong or what could go wrong in our own lives, families or businesses.

But at its core, what is risk management? What is insurance, for that matter?

PEACE OF MIND. We want to feel like things are going to turn out as we intended, and everyone is going to arrive safely at their desired destination.

In any other area of life, how is this peace of mind achieved? By putting in the work.  By taking the time and effort to see a plan through to the end, to the point where you are bone-weary and can lay your head on the pillow and say, “I did the best I could do.”

Like anything worthwhile in life, the risk management approach is going to take more work on your part. However, there is nothing more valuable in getting you so much closer to what you really want — PEACE OF MIND.

So, what are we selling? PEACE OF MIND.

How are we selling it? The answer to this question really matters. If you set out to lose twenty pounds, you must first picture a slimmer version of yourself with a big smile on your face.

If you want to run your first marathon for your 40th birthday, you must plan and practice. But even before that you must really like the mental picture of yourself crossing that finish line.

Why do we do these crazy things to ourselves? For the results. We like the picture of ourselves at the end of the work.

And that is how we should sell risk management. We need to spend time creating the pitch.

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As Pink says, “The purpose [of the pitch] is to offer something so compelling that it begins a conversation, brings the other person in as a participant, and eventually arrives at an outcome that appeals to both of you.”

If we are not painting a vivid, technicolor picture of the imagined best future, we are never going to get the amount of buy-in we need to make a real difference.

As risk managers, we must help our organizations or clients focus on the results that naturally follow quality advance planning – and particularly on that much-desired PEACE OF MIND.

More from Risk & Insurance

More from Risk & Insurance

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]