The cultural clash between older and younger generations is nothing new, but set against the backdrop of an insurance agency, the cracks can begin to splinter and wreak havoc on productivity.
In an
Insurance Business America poll conducted this summer, a full 25% of readers reported their single biggest problem in preparing for an impending talent gap is finding young employees willing to work hard and stay committed to the industry.
Similarly, young people entering insurance positions for the first time express frustration that there is not more opportunity for mentorship and guidance from top-level staff.
As a member of Generation X, Kip Ulmer—a commercial broker with Burns & Wilcox in New Orleans—falls in between these two extremes. He participated in Burns & Wilcox’s
Kaufman Accelerated Management Program (KAMP), where he trained with other staff and spent time with senior management. He also mentors new employees at the wholesaler.
These experiences have given Ulmer an understanding of both older and younger employees.
“These young people are just quality human beings with tremendous work ethic. They’re sharp and they want to be successful,” he said. “But I think they are a little more accustomed to getting things quickly and it’s a real shock to them that there are things they have to put time into.”
Generation X is ideally positioned to help smooth over those wrinkles as they prepare for future management roles. Part of that involves mentorships between both senior management and Gen X employees, and Gen X employees and entry-level workers.
Ulmer says he has grown tremendously in both roles.
Of his experience in KAMP, he says the two biggest advantages his training gave him were relationships with other KAMP members and networking opportunities within the company. He also had a mentor willing to invest time in his management training.
As for being a mentor himself, he considers the experience an indispensable one.
“If you have faith in someone, stick out your neck and take chances for them, you help them grow,” Ulmer said. “As a future manager, I want my office to be successful and so I have to make sure I invest in all individuals’ success.”
