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 1. 
 2. Business strategy
 3. Talent should be part of your "overall strategy" – Gallagher Bassett North
    America CEO


TALENT SHOULD BE PART OF YOUR "OVERALL STRATEGY" – GALLAGHER BASSETT NORTH
AMERICA CEO


MIKE HESSLING ON PEOPLE AND COMMUNITY BUILDING



BUSINESS STRATEGY

By David Saric

Jun 07, 2023 Share


The insurance industry is currently in the midst of a talent shortage, and
according to Mike Hessling, the CEO of North America at Gallagher Bassett, that
void must be filled by attracting and retaining professionals who feel a deep
connection to their work.

For Millennials and Gen Z, being fulfilled with one’s work goes beyond raises or
hitting quarterly targets — they are more attracted to working for a company
whose corporate ideals align with their own.

“Since we all give so much of ourselves to the work we do, we must give new
employees the opportunity to make sure they’re satisfied with their output and
the company they are investing all this time into,” said Mike Hessling, the
chief executive officer of North America at Gallagher Bassett.

“Talent strategy should be a part of a company’s overall strategy, because
having satisfied workers produces more passion and dedication.”



Hessling spoke with Insurance Business during RIMS in Atlanta about how outreach
programs need to stress the community building ethos of the industry,
intentional team building efforts in the virtual era and the need for
vulnerability in leadership positions.


SHOWCASING THE BEST THE INDUSTRY HAS TO OFFER

For those who work in the insurance industry, its diversity of thought and
ability to become involved in all aspects of commerce and life are highlights
and fuel passion.

However, unless one is born into a lineage of insurance professionals or are
personally connected to a broker, risk manager, etc., the particulars of the job
may not seem seductive at first glance.

“I think when we are doing these outreach programs in universities and other
educational institutions, we really need to move past just focusing on the
business aspects of the industry,” Hessling said.



Next gen talent is more interested in aligning themselves with companies or
corporations whose values reflect their own.

In the insurance industry, the core tenant of any operation is the inherent
desire to help people and bring about positive change during life’s hardships.

“I think we need to find more engaging ways of showcasing the people and
community building aspects of the job,” Hessling said.

“People these days want to feel like their professional careers have a greater
purpose. Whether that is through effective internal DE&I programs or providing
aid and relief in the aftermath of a natural disaster, there is plenty of
opportunity to initiate meaningful change and be a stable support to others.”


BREAKING THROUGH VIRTUAL BARRIERS

As hybrid or fully remote work models become the new norm, business leaders need
to make a concerted effort to initiate newer hires into a work culture that
prioritizes a feeling of community and interpersonal connections.

“It is quite easy to keep virtual calls brief and solely focused on
transactional or business matters, so you have to resort to more intentional
team building that also feels authentic” Hessling said.

Teams meeting, Zoom or Skype calls have an ability to downplay what makes
working with a team in a physical setting so special — the break room banter,
mid-day coffee breaks and other relationship building exercises that naturally
come with in-office work.

“What I have tried to implement during these calls is taking time at the
beginning to speak about any personal things that are interesting or that the
employee is excited about,” Hessling said.

“This could be a conversation about what their weekend plans are, any milestones
worth noting — such as an anniversary or a child entering into school for the
first time.”

It is in these moments of physical remove from in-person teamwork that the
culture of a company should be augmented further.

“Wherever you are in this world, a robust team unit will always be paramount,”
Hessling said.


EMPHASIZING VULNERABLE ATTRIBUTES

The traditional image of a leader is one of stoic remove and a calculated
presence, foreground spreadsheets, quarterly results and growth.

However, in a contemporary workplace, employees expect a very different
leadership persona, one that is relatable and views more human elements as
assets.

“Those in leadership roles need to present themselves with vulnerability and
really create an honest connection with the individuals they are overseeing,”
Hessling said.

“Rather than viewing ourselves as great business or process managers, we really
need to think of ourselves as outstanding people persons.”

The entirety of the insurance industry is predicated on the notion of
relationship building with clients, being the individuals on the front lines who
are helping people recover from traumatic events and experiences.

Furthermore, fruitful leadership should be aspirational to help build morale and
a sense of worth.

“Employees that see themselves as future leaders is the most important part of
running any business,” Hessling said.

“We need to recognize an employee’s career goals and really give them the
ability to ascend to those heights while creating an image of a leader that
promotes upward mobility, as well as integrity.”


RELATED STORIES

 * "Tremendous growth opportunities" in spite of challenges
 * Gallagher Bassett exec reveals key to strategy


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