Rough Notes

It’s time to stop thinking of visits as just a service function Think about the confidence it communicates when you tell a prospect, “Before we talk about insurance, I’d like to better understand how your operation manages risk.” That conversation immediately changes the dynamic. By Michael Wayne Many producers still view loss control as something that happens after the sale. The account is written, the carrier schedules an inspection, a report is generated, and recommendations are made.

Rulings on what constitutes an “occurrence” can dismay both insurers and policyholders Mass shootings are traumatic enough. It’s even more concerning to think that adequate compensation may depend on t he structure of coverage and whether a court thinks a policy provision is  ambiguous. By Joseph S. Harrington, CPCU The same basic claim arising from the same tragic event—or was it events?—has produced two similar  rulings from two different courts in the same state.

Can homeowners data drive greater understanding of climate risk and the economy? Predictably, the data collection effort languished for years, and no one should expect bold and righteous action this year. By Kevin P.

How it happened [I]t started gradually, and now suddenly—after 30 to 35 years—we fast forward to a multifaceted operations crisis in full swing for far too many agency owners. By Cheryl Koch, CPCU, ARM, AAI, ACSR, AFIS, and Mary Belka, CPCU, ARM, ARe, RPLU, CIC This column and several planned installments have been nearly two generations in the making. As Ernest Hemingway put it in The Sun Also Rises, which we have quoted before, but which bears repeating, “How did you go bankrupt? Two ways.

Six ways agencies are making belonging, trust and connection part of how they operate The real question for agency leaders is no longer whether culture matters. … The question is whether belonging will be treated with the same focus as revenue. By Carolyn Smith, APR, CRA, TRA Something is quietly breaking inside the modern workplace. It is not always obvious at first glance, but if you pay attention, you can feel it. The energy is different.

AI, robotics and the new risk management conversation In many cases, automation does not remove risk. It changes where the risk shows up. By Randy Boss, CRM, CIC, MWCA Most employers are under pressure to produce more with fewer people, improve turn-around time, maintain quality, and manage documentation, hiring, scheduling, safety training, and compliance. That pressure is one reason that automation is moving so quickly into the workplace.

Learning and using what you learn are required for success The will to win, succeed, prepare, invest in yourself, develop confidence, and realize the dream of “owning your potential” will all be impaired by the failure to learn. By William T. “Doc” Hold, Ph.D., CIC, CPCU, CLU Salt, an enduring element for centuries in the history of human civilization, continues its importance today. Almost every aspect of human condition has been affected by the existence and use of salt.

Leadership team meetings that actually move the needle A pattern of unproductive meetings breeds a “here we go again” dread. … The good news is that perceptions can change quickly if your meetings deliver value. By Kimberly Paterson, CEC Regular leadership team meetings are the norm in most organizations—often more out of habit than necessity. Enthusiasm for the process is tepid at best.

Maryland agency transforms processes to tackle today’s challenges and pave the way for future success By Maura C. Ciccarelli Photography by Arturo Paulino Transformation. That one word describes how Foresight Insurance Founder and Principal Agent Michael Cruz has run his agency since he started it in 2015.

Board oversight, insurance strategies, and governance frameworks must evolve, and quickly By James W. Satterfield For decades, directors and officers (D&O) liability was governed by a relatively stable set of rules. Boards focused on financial reporting accuracy, regulatory compliance, employment practices, and fiduciary responsibilities. While litigation certainly existed, most organizations understood where their primary exposures originated and how to build controls around them.