The UW Profession at Risk
4 Steps to Manage Career Morbidity
2015 NEHOUA Conference
October 14, 2015
Kyle Steadham, EdD, FLHC, FLMI, SPHR
Manager, Talent Development
Christopher Guerin
Assistant Vice President, Underwriting
Transamerica Life Insurance Company
Rev. 10-12-15
Objectives
• Understand why professional development is
important for underwriters.
• Identify prerequisites for professional
development.
• Follow the 4 major steps of the professional
development process.
• Recognize left and right brain skills needed in
successful underwriters.
• Identify and evaluate professional development
activities.
Can UWs do it
CHEAPER
overseas?
Can a
computer or
decision engine
do it FASTER?
Professional
Development
is Vital
Is my company
or industry
SUSCEPTIBLE
to competition?
Scope of Professional Development
Future
Higher Position
+/Expand
Current
Position
Professional
Development
Plan (PDP)
+/-
Coaching
Feedback
Current Position
Training
+/-
Performance
Improvement
Plans
Future
Lateral Position
+/-
3 Actions to Prepare for Your Professional
Development Journey
Check Your
Motive.
Have a
Proactive
Mindset.
Get
Support.
Sweet
Spot
1) Check Your Motive.
2) Have a Proactive Mindset.
Common
Mindset
Increase Career
Morbidity
Decrease Career
Morbidity
Boss doesn’t care.
I sent my boss an email
about that class, but he/she
never got back to me.
I’m in charge of my destiny.
No money
I don’t have the resources.
I’ll find out how to access free
or low-cost resources.
Too busy
I’m working on too many
projects right now.
I’ll schedule time with
supervisor or HR.
I’m good right here.
I’m satisfied right where I
am.
The organization may have
different plans for me in the
future. I need to be prepared.
Not sure how
Somebody needs to teach
me.
I’ll learn how.
Conners, R., Smith, T. & Hickman, C. (2004). The Oz principle: Getting results through individual and organizational accountability. New York: Portfolio.
3) Have a Champion or Support Network.
•
•
•
•
•
•
•
•
•
Mentor
Current Manager
Senior Co-worker
Coach
Teacher
Family Member
Fellow Society Members
Career Counselor
Spiritual Leader
What’s In It for You?
Resources
Time
Energy
Commitment
Performance
Satisfaction
Innovation
Networking
4 Steps to Manage
Career Morbidity
1
Identify
Opportunities
2
Define
Activities
3
Initiative
Activities
4
Evaluate
Results
4 Steps to Manage
Career Morbidity
1
Identify
Opportunities
2
Define
Activities
3
Initiate
Activities
4
Evaluate
Results
What competency do you want to improve?
What specific and measurable result(s) do you want to achieve?
Refer to Handout
Step 1: Identify Development
Opportunities
• Make development significant.
• Establish accountability.
• Identify development needs.
Step 1: Identify Opportunities
How to Make Development Significant
• Schedule time for
planning or discussions.
• Connect development
to organizational goals.
• Make development a
reward opportunity.
Step 1: Identify Opportunities
How to Establish Accountability
• Shared
– Design and modify development areas and activities
– Evaluate progress
• Manager
– Allocate and/or approve company resources
– Provide guidance and request updates
• Underwriter
–
–
–
–
–
–
Conduct the research
Allocate or review personal or company resources
Create the plan document
Implement the plan
Share progress with champion
Keep records of goals and progress
Step 1: Identify Opportunities
How to Identify Development Needs
• Complete a self or 360
competency assessment.
• Review past performance
appraisals.
• Work with a career coach.
• Consider Daniel Pink’s
recommendations in
A Whole New Mind.
Step 1: Identify Opportunities
Maintain Pink’s Left Brain
Reasoning Skills
Current UW
Skills
As written in typical UW job
descriptions…
Function
Understand processes, the business,
technical knowledge, sales channels
Argument
Document and communicate your
decisions clearly
Focus
Logic
Quantity
Analyze and process workload
Make “rational” decisions
Underwrite more cases faster
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Step 1: Identify Opportunities
Build Pink’s Right Brain Skills for
The Future
Left Brain
Reasoning
Skill
Right Brain
Skills
As needed in future UW job descriptions…
Function
Design
Help create unique processes, policies, products
Argument
Story
Focus
Synthesis
Cross functional work and strategic underwriting
Logic
Emotional
Intelligence
Forging new relationships, resolving conflict,
teaching others, working with difficult
customers/agents.
Quantity
Quality
Persuade and negotiate with others; craft
underwriting philosophy
Focus on long-term relationships, creative
decision-making, value growth and substance
vs. volume
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
4 Steps to Manage
Career Morbidity
1
Identify
Opportunities
2
Define
Activities
3
Initiate
Activities
4
Evaluate
Results
What actions will you take to make this change?
How will you know if an activity/action item was accomplished?
When would you like to have this change in place?
Refer to Handout
Step 2: Define Activities
Step 2: Define Activities
1. Create list of activities to work on
strengths or limitations.
•
•
•
Link to development objective
Include ways to measure
Establish target dates
2. Champion reviews activities, provides
feedback, and helps locate resources.
Step 2: Define Activities
Professional Development Risk Analysis
Debits
Credits
Decrease the Quality of Activities
Increase the Quality of Activities
“Easy” successes
Failure is possible.
Requires minimal effort or is
routine.
Requires strong initiative and
variety.
Keeps you in your comfort zone.
Involves working with strangers.
Stress-free work
Creates moderate personal or
work pressure.
Works with or seeks feedback
only from people you like
Involves working with people
you don’t like. Gets feedback
from outsiders.
Micromanaging
Influences people or factors over
which you have no direct
control.
Lombardo, M. M. & Eichinger, E. (1989). 88 assignments for development in place. Greensboro, NC: Center for Creative Leadership.
Step 2: Define Activities
Examples of Activities to Promote
Right Brain Skills
Right Brain Skills
Design
Story
Example of Activities
• Help design insurance products that make the
business better than competitors
• Craft underwriting guidelines
• Use innovation and creativity to design and offer
value-added activities beyond daily production
•
•
•
•
Shape and sell underwriting philosophy
Coach or mentor other underwriters
Conduct research and persuade stakeholders
Create and conduct persuasive presentations
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Step 2: Define Activities
Examples of Activities to Promote
Right Brain Skills (cont.)
Right Brain Skills
Synthesis
Example of Activities
• Work on cross functional or strategic teams.
• Use project management.
• Pursue a degree in leadership.
Empathy
• Train others on effective communication, human
relations, customer service skills.
• Volunteer in industry association or community.
• Go out in the field with agents to listen to customers.
Quality
• Apply Six Sigma and/or LEAN methodologies.
• Create effective hiring practices and design tools to
improve the quality of hiring underwriters.
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Drawing a “6” Isn’t So Easy Is it?
• While seating, lift your
right foot off the floor and
make clockwise circles.
• While doing this, draw the
number "6" in the air with
your right hand.
It takes patience, practice, persistency to
develop new skills.
4 Steps to Manage
Career Morbidity
1
Identify
Opportunities
2
Define
Activities
3
Initiate
Activities
4
Evaluate
Results
Where are you in the process?
What demonstrations of competency have occurred?
Refer to Handout
Step 3: Initiate Activities
• Organize the activities into your
calendar.
• Adjust the plan when necessary.
• Share successes and lessons with
champion.
• Attend training classes at your
company.
4 Steps to Manage
Career Morbidity
1
Identify
Opportunities
2
Define
Activities
3
Initiate
Activities
4
Evaluate
Results
What is the outcome of the development activity?
To what extent was the Step 1 Development Objective
achieved? If more change is necessary, return to Step 1. Otherwise,
celebrate success.
Refer to Handout
Step 4: Evaluate Results
1. Share feedback about development
progress:
–
–
–
–
How have knowledge, skills, or behaviors changed?
What were your strongest learning experiences? Why?
Where did you experience difficulty? Why?
What would you change about the development process to
make it better?
2. Document the progress.
3. Consider modifications.
4. Celebrate success.
Who is in your driver’s seat?
Enjoy the rest
of the
conference!
References
• Browning, H. & Van Velsor, E. (2004). 3 keys to development:
defining and meeting your leadership challenge. Greensboro, NC:
CCL.
• Conners, R., Smith, T. & Hickman, C. (2004). The Oz principle:
Getting results through individual and organizational
accountability. New York: Portfolio.
• Colvin, G. (2015). Humans are overrated: What high achievers
know that brilliant machines never will. New York: Portfolio.
• Goodkind, N. (2015, Aug. 11). How to keep your job in a world of
automation. Yahoo Finance at
http://finance.yahoo.com/news/how-to-keep-your-job-in-a-worldof-automation-122831704.html#
• Lombardo, M. M. & Eichinger, E. (2004). For your improvement :
A guide to development and coaching. Minneapolis, MN:
Lominger Limited.
References
• Lombardo, M. M. & Eichinger, E. (1989). 88
assignments for development in place. Greensboro,
NC: Center for Creative Leadership.
• McCully, W. (2006). Value of professional
development.
http://www.nsls.info/articles/detail.aspx?articleID=45
• PDI. (2000). Successful manager’s handbook, 6e.
• Pink, D. H. (2006). A whole new mind: Why rightbrainers will rule the future. New York: Riverhead
Books.