All throughout history, change has been associated with fear. The death of a king or a ruler could easily spark a war, typically to suit the self-protection and interests of others. The Revolutionary War, The Civil War, the Suffragette and Civil Rights movements – just to name a few – were caused by hostility and opposition to changing the way things had always been done; to maintaining the status quo. While these are large scale examples, the premise is the same. Change, in general, can feel threatening and must be approached with that understanding. The landscape of the insurance agency is ever-changing and at a fast pace. The meld of generations is contributing to friction and pushback, creating challenging experiences for leaders across the board.  Perpetuation plans, retirements, overlapping of generations – they have all contributed to this unrest, and the path to be forged is never going to be an easy one.

You have likely heard the phrase “buy-in”. This sales tactic approach to change management is not new. In order for your employees to change, they must see that the change benefits them in some way. In other words, the participant must have something to gain. In theory, this method makes sense: it’s like a new car. All those new features offer a positive change and make it an easier sell. It becomes problematic, however, when the follow-through, or the ask, doesn’t happen. Oftentimes, the leaders of change have much more on their plates than just a new process or new technology to implement, and opportunities to gain ground are missed. We are creatures of habit and will easily slip back into our old ways.

When I was ten years old, my dad took over the family farm. When he did this, he tore out the stanchions and built a step-up parlor. He also built a free-stall barn and bought many more cows. He purchased milkers with an automatic take-off – it was a very fancy setup in the nineties. This was a family farm, though, so there were dynamics to consider. While it all went smoothly, I must assume that it was a bit of a shock to my grandparents. My great-grandpa was also still around at this time; I can imagine that he thought this was quite the wild ride. Looking back, I think this was a great lesson for me, watching multiple generations of my family take on what had to be a risky and monumental change. My brother and I were a part of this process, and ultimately, the takeaway was this: you need to be willing to learn. You must also be willing to unlearn. This is not to say we must forget, rather, I think it is important to remember where you come from so that you can see what you have gained.

Another key component of change, and I cannot stress this enough, is that you do not need to be heard. It is far more valuable to be willing to listen. To understand the fears, or the threats that your employees feel they may be facing. This is imperative – this is how they become a part of the process, their voice contributing to the change. This is proactive work, and it is cooperative work. While they may not be the decision-makers, it does not matter because they have given you the puzzle pieces you needed to determine your best course. For example, when reviewing new technology (which always comes with a price tag), once you have done preliminary meetings to understand the scope of the implementation and training, pulling together a small focus group is a collaborative next step. There more benefits than cons to this approach: you are able to spread the workload of the testing procedure (as well as the process buildout), you create buy in, and you train your soon-to-be trainers. This is a victory for all parties involved.

There is another part to this process, and it may be the most important: communication. There will never be a need to share every detail with the masses, but lack of communication will cause distress, discord, and lack of employee satisfaction. One of the recurring themes that I have heard during a change has been “I just want to know what is going on. I feel completely blindsided and out of the loop.” From the outside looking in, this is as clear as day. Allow everyone to feel like a partner of the change. You do not need to have all the answers before you communicate – you just have to dive in. I compare this to plastic surgery – if you wait for everything you want to be done, put together and ready to roll out, you will never leave the house. Change will never be complete. It will continue to evolve.

When I go to certain cities, I have favorite routes to drive. I rarely stray from my chosen roads, as I know them well. Even if I might save some time, I operate under the assumption that I like this path better, I know it and it makes me comfortable. When I opt to try something new, I almost always find a new brewery or creamery or lake (listed in order of importance, of course). Sometimes, though, I find a way that I don’t want to go. Or I end up stuck in road construction. Or both! My point is that you won’t know what you don’t want unless you are willing to stray from your usual path. This same concept can be applied to almost anything – trying new foods, new shoes, or even vacationing somewhere you have not been before.

A life without change would be such a boring one. So would our work! It may feel that as soon as we become comfortable with something, it changes (like a process or an iOS update) – but if we can find ways to be the example, to communicate, to listen and to challenge our coworkers and employees to face it head-on with collaboration instead of fear. The endgame is very clear: the insurance industry is evolving rapidly and it’s time to jump on the train. The biggest question remains: are you going to attack it proactively or are you always going to be trying to catch up?