KAREN BARKLEY

Karen Barkley of Markel makes it to the Insurance Business Canada's Women of Influence 2015.

KAREN BARKLEY
http://www.markelinternational.com/
KAREN BARKLEY
President 
MARKEL CANADA

Karen Barkley started her insurance career in the claims department at Zurich Insurance in Ottawa, in 1977. She has also held various underwriting and management positions at AIG and CIGNA Insurance Company of Canada. As well, Barkley served as president of ACE INA Insurance. She ventured into the world of equity and ownership of independent wholesale brokerage Specialty Risk Underwriters before returning to the corporate world and taking the reins at Markel.

IBC: How did you first get into the insurance business?

KAREN BARKLEY: I actually worked in radio for a private firm in a really old, run-down house with rats running around and everything. As I would walk home, I’d pass this broker’s office and think, “Boy that’s a nice office.” Way back in the 1970s when jobs were a dime a dozen, I ended up getting an interview and working at Zurich Insurance. It was an odd little thing because I worked in such a run-down place that the insurance office looked so nice. And ironically I ended up in the claims department, working out of an apartment until we opened a branch.

IBC: What are some of the challenges you’ve faced as a woman in a leadership position?

KB: One of the big things I’ve seen recently is this: when people were paid less for their positions, there were a lot more training programs. What I find now – and it’s unfortunate – is that people are thrown into roles that they’re not necessarily prepared for. And I would say that’s every industry and every age group. But people need to take a step back and actually get trained for your position.

IBC: Any words of advice for women taking leadership roles?

KB: The single biggest one that keeps me calm is that if something comes up, you can make a big deal of it – but in reality, nobody’s dying. It’s not life or death. If someone’s angry or hurt, just deal with what they’re angry about. At the end of the say, what it comes down to is, “What’s the problem?” and “Let’s resolve it.” One thing I like about smaller companies is that those resolutions usually come quicker.

 

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