The insurance industry has been in a state of transformation throughout the past three years. We’ve experienced the height of a global pandemic, the most challenging labor market on record, and now, what looks like the beginning of a more stable future. Leaders have managed through the shift to fully virtual environments, “the Great Resignation” and evolving employee/employer relationship dynamics. As insurers define their future expectations and adjust to post-pandemic norms, having the right leadership in place is essential.
In today’s business climate, an organization’s vitality rests upon its leaders’ ability to evolve, rise to meet new stakeholder demands, and navigate shifting challenges and priorities. However, traditional career development plans have placed strong emphasis on an employee’s technical skills, overlooking the interpersonal and leadership skills that are necessary for success.
The talent landscape continues to shift and present new challenges for insurance leaders. From the abrupt adoption of remote work and a focus on contingency planning at the start of the pandemic to the current “Great Reshuffle” (and potentially “the Great Regret”), ongoing evolution and real-time learning have been key themes throughout the past two-plus years.
Insurance leaders are continuing to evolve their styles and strategies to accommodate shifting business and employee needs. While this may look different depending on individual teams, departments and organizations, the need for engaged and productive employees is universal.
One of the pressing topics within the actuarial community is how to grow and develop good actuaries into great managers. The actuarial profession is built upon solid technical skills and ongoing development. An analytical mindset and the ability to comprehend complex data sets and numbers create a firm foundation for any young actuary. However, as individuals step into management roles, they must augment this knowledge with leadership skills to be truly successful.