Insurance leadership is becoming less about managing workloads and more about developing people, navigating change and building resilient teams, speakers said at InsuranceFest 2026 in Santa Monica on 16 July.
Speaking during the panel discussion Insurance Leadership Insights, moderator Suzanna Bittner, senior director of operations at C3 Risk & Insurance Services, was joined by Brooke Liu, senior vice president at MarshBerry; Jennifer Kessel, chief operating officer at USG Insurance Services; and Diauntae Morrow, owner of The Morrow Group and president of the NAAIA Cleveland chapter, to discuss the personal side of leadership in a changing industry.
While the discussion centred on the US market, many of the themes resonate in the UK, where insurers continue to grapple with attracting, developing and retaining talent. As firms compete for experienced professionals while also trying to strengthen their early-career pipeline, leadership is becoming an increasingly important differentiator.
For Liu, one of the biggest leadership lessons came unexpectedly. A breast cancer diagnosis forced her to take an extended leave of absence, only for her to return and discover her team had not only maintained performance but improved some of the processes she had previously managed herself.
"I had the most sickening realisation that I was holding my team back," she said, "because I wasn't giving them the opportunity to flex new muscles and just show what they really had."
The experience fundamentally changed how she viewed delegation, transforming it from a necessity into a leadership responsibility.
Kessel reflected on a similar lesson from her own career progression, saying she would encourage her younger self to spend less time trying to prove capability and more time demonstrating value.
The message is becoming increasingly relevant across the UK market. Gallagher Bassett research published earlier this year identified talent attraction and retention as one of insurers' biggest business challenges, while recent London market research has highlighted growing pressure on the industry's early-career pipeline. Against that backdrop, developing existing employees is becoming as important as recruiting new talent.
The panel also challenged traditional ideas about productivity. Liu described recognising burnout as entering "a low power mode" where creativity disappears and even responding to family and friends becomes more difficult. Rather than trying to avoid demanding periods altogether, she said she has learned to anticipate them and set expectations with those around her.
"It's always temporary," she said. "I just predict it and recognise it and tell my friends and family and colleagues, please give me grace."
Kessel said she has increasingly focused on protecting her energy rather than simply organising her calendar, reserving time for activities that recharge her while turning off Outlook notifications on her phone seven years ago.
"If they need me, they will find me," she said. "That's a way that I protect the energy when I need to."
Asked what will make employees indispensable as automation becomes more widespread, the panel consistently returned to qualities that technology cannot easily replicate.
Kessel said curiosity remains one of the most important attributes she looks for when recruiting, arguing organisations need people who are willing to learn alongside emerging technologies rather than fear them.
"Even as technology advances, you need folks on your team that are curious about the technology," she said.
Communication, she added, remains equally important.
"It is an art and a science on how to communicate... which is what this industry is built on."
Morrow identified coachability, accountability and resilience as the qualities he values most when recruiting.
"We all say we want individuals that work hard," he said. "It's the additional intangibles... how do you handle adversity? Do you lose your cool? Do you panic?"
The discussion reflects a broader shift already underway across insurance. As firms automate more routine processes and invest in AI, many are placing greater value on judgement, relationship management and coaching skills alongside technical expertise.
The panel also explored how leaders can help teams navigate organisational change and personal hardship.
Kessel said she addresses resistance through direct conversations, encouraging employees to explain what is driving their concerns rather than making assumptions. Morrow argued that resistance is often rooted in fear of losing status or influence, making empathy an essential leadership skill during periods of change.
For insurers facing continued competition for talent, several panellists argued that culture and day-to-day leadership are becoming increasingly important differentiators alongside pay and career progression.
For Liu, one of the most enduring examples of effective leadership came during her illness. She recalled receiving a voicemail from MarshBerry chief executive John Wepler after a difficult period in her life: "Just saying, hey, heard you're having a hard time. Sorry to hear that. Let us know what you need." The gesture stuck with her, she said, adding that "letting my employees know, I see you, I see that you're going through something is enough", and that she now tries to do the same for her own team.
As insurers on both sides of the Atlantic navigate technological change, evolving workforce expectations and persistent competition for talent, the panel suggested that effective leadership is becoming less about directing work and more about creating environments where people can develop, adapt and perform at their best.
