4 Steps to Manage Career Morbidity Participant Guide
Transamerica Life Insurance Company 1
The UW Profession at Risk4 Steps to Manage Career Morbidity
2016 Midwestern Underwriting Conference
September 22, 2016
Kyle Steadham, EdD, FLHC, FLMI, SPHR
Manager, Talent Development
Tammy Thies
Sr Underwriting Consultant II, Underwriting
Transamerica Life Insurance Company
Rev. 9-6-16
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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.
Resource: “A Whole New Mind” by Daniel Pink
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Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence ?2. Technology/Automation ?3. Globalization/Economics ?
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Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence
2. Technology/Automation ?3. Globalization/Economics ?
Adaptable
Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence Adaptable2. Technology/Automation ?3. Globalization/Economics ?
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Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence Adaptable2. Technology/Automation
3. Globalization/Economics ?
Tenacious
Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence Adaptable2. Technology/Automation Tenacious3. Globalization/Economics Goal-Driven
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Pink’s 3 Drivers of Change
Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Driver of ChangeShould Cause Underwriters to
be…
1. Abundance/Affluence Adaptable2. Technology/Automation Tenacious3. Globalization/Economics Goal-Driven
Professional Development
is Vital!
Can UWs do it CHEAPERoverseas?
Can a computer or
decision engine do it FASTER? Is my company
or industry SUSCEPTIBLEto competition?
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+/-Expand Current Position
Scope of Professional Development
Current Position
+/-Coaching
Feedback
Training
Performance Improvement
Plans
Future Higher Position
+/-Future
Lateral Position
+/-
Professional Development Plan (PDP)
3 Actions to Prepare for Your Professional Development Journey
Check Your Motive.
Get Support.
Have a Proactive Mindset.
Sweet Spot
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1) Check Your Motive.
2) Have a Proactive Mindset.
Common Excuse
Reactive Mindset Increases Career
Morbidity
Proactive Mindset Decreases 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 busyI’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 howSomebody 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.
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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?
Commitment
Performance
Satisfaction
Innovation
Networking
Resources
Time
Energy
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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?
4 Steps to Manage Career Morbidity
Refer to Handout
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Step 1: Identify Development Opportunities
• Make development significant.
• Establish accountability.
• Identify development needs.
How to Make Development Significant
• Schedule time for planning or discussions.
• Connect development to organizational goals.
• Make development a reward opportunity.
Ste
p 1
: Id
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pp
ort
un
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How to Establish Accountability
1. Assign responsibilities. – Shared
• Design and modify development areas and activities• Evaluate progress
– Champion• 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
2. Document and track goals.3. Link professional development plan to performance
appraisal.
Ste
p 1
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s
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.
Ste
p 1
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Left Brain Reasoning Skills
As defined in typical UW job descriptions…
Function Understand processes, the business, technical knowledge, sales channels
Argument Document and communicate your decisions clearly
Analysis Analyze risks and process workload
Logic Make “rational” decisions
Quantity Underwrite more cases faster
Ste
p 1
: Id
enti
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pp
ort
un
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Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Pink’s Left Brain Reasoning Skills
Left Brain Reasoning
Skill
Right Brain Conceptual
SkillsAs needed in future UW job descriptions…
Function Design Help create unique processes, policies, products
Argument Story Persuade and negotiate with others; craft underwriting philosophy
Analysis Synthesis Cross functional work and strategic underwriting
Logic EmpathyForging new relationships, emotional intelligence, resolving conflict, teaching others, working with difficult customers/agents.
Quantity QualityFocus on long-term relationships, creative decision-making, value growth and substance vs. volume
Ste
p 1
: Id
enti
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ort
un
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Pink, D. H. (2006). A whole new mind: Why right-brainers will rule the future. New York: Riverhead Books.
Pink’s Recommended Right Brain Skills for The Future
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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?
4 Steps to Manage Career Morbidity
Refer to Handout
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.
Ste
p 2
: D
efin
e A
ctiv
itie
s
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Professional Development Risk Analysis
Ste
p 2
: D
efin
e A
ctiv
itie
sDebits
Decrease the Quality of ActivitiesCredits
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 workCreates 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.
MicromanagingInfluence 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.
Examples of Activities to Promote Right Brain Skills
Ste
p 2
: D
efin
e A
ctiv
itie
s
Right Brain Skills Example of Activities
Design
• 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
Story
• 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.
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Examples of Activities to Promote Right Brain Skills (cont.)
Ste
p 2
: D
efin
e A
ctiv
itie
s
Right Brain Skills Example of Activities
Synthesis• Work on cross functional or strategic teams• Learn and use project management tools• 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 seated, lift your rightfoot 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.
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1
Identify Opportunities
2
Define Activities
3
Initiate Activities
4
Evaluate Results
Where are you in the process?
What demonstrations of competency have occurred?
4 Steps to Manage Career Morbidity
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.
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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 Objectiveachieved? If more change is necessary, return to Step 1. Otherwise,
celebrate success.
4 Steps to Manage Career Morbidity
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.
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Who is in your driver’s seat?
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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-world-of-automation-122831704.html#
• Lombardo, M. M. & Eichinger, E. (2004). For your improvement : A guide to development and coaching. Minneapolis, MN: Lominger Limited.
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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 right-
brainers will rule the future. New York: Riverhead Books.
4 Steps to Manage Career Morbidity
Step 1- Identify Development Opportunities Step 2- Define Activities Step 3- Initiate Activities
Step 4- Evaluate Results
Skill Area / Competency
What skill, competency,
knowledge, or ability would you like to enhance to be
successful in a future position?
Development Objective
What specific and measurable result(s)
do you want to achieve?
What will be the impact if you achieve the results?
Activity / Action Item
What actions will you take
to make this change?
Measurement
How will you know if an activity/ action item was
accomplished?
Target Date
When would you like to have this change in
place?
Performance Status
Where are you
in the process? What demonstrations of competency have
occurred or not occurred? Why?
What are your successes
and challenges so far?
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!
Dr. Kyle Steadham, FLMI, FLHC, PCC, SPHR, CPLP Manager, Talent Development
972-881-6837 [email protected]
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