WHEN LEADERSHIP ISN’T
IN YOUR JOB DESCRIPTION
Shifting your mindset from one of an individual contributor to one of
a leader is an important one … but you don’t have to wait for the title to start making this shift.
By Meg McKeen, CIC
Feeling both eager and frustrated, aspiring leaders often approach me for support because they’re ready for their first management role but are discouraged because they don’t have the management experience required for it.
They want to know how it’s possible to have “management experience” when they haven’t yet been in a position to manage others.
I get it. It can feel nearly impossible to show evidence of something that doesn’t yet exist.
But what if it actually does?
First, let’s make an important distinction.
While it’s true that you may not yet have approved others’ PTO, allocated dollars in a budget, or completed an annual performance review, it’s also true that you have thought critically. You have collaborated strategically. You have established a vision. You have affected culture.
And while all of the functions listed above are critical in leadership, I’d argue that defining vision, developing strategy, and affecting an organization’s culture are of greater significance in today’s thriving organizations than one’s ability to perform many of the administrative tasks that fall on the shoulders of today’s leaders.
Consider the evidence
The best news? You’re already a leader. If you don’t believe it, think about the role you play in your family, on your team, in your community, and in the relationships you keep.
Have you been asked to lead a committee for your tiny human’s fundraiser at school or sports? Are you that friend who’s always getting the middle-of-the-night call in a crisis (that’s me!)? Are you the proverbial glue that’s holding it all together—even if you don’t think you’re doing it well?
If you’re nodding your head as you read this, you’re undoubtedly already exhibiting qualities of a strong leader. Still having trouble believing it? Ask those who know and support you how they see you functioning in the world. I suspect you’ll hear a lot of leadership-like qualities as they describe you. I promise it’s a humbling yet affirming exercise.
Start where you are
Today is a good day to start thinking like a leader—even if it’s not yet in your job title. Start to observe those leaders around you who do have the title as they navigate the responsibility that comes with it. Ask yourself:
What would I do if I were leading this team right now? How would I show up, strategically and emotionally?
What additional information or resources would I like to have as I navigate this decision?
How is my own bias affecting my thought process?
How would I communicate this decision/outcome/news to the team?
Shifting your mindset from one of an individual contributor to one of a leader is an important one as you transition into leadership, but you don’t have to wait for the title to start making this shift.
Raise your hand
The insurance industry leaders I talk with these days aren’t bored; they all have a pile of “someday” projects on the corner of their desk. But someday, as we all know, rarely comes.
It’s not that these initiatives aren’t important—they are—it’s just that they aren’t the fire that’s burning the hottest today. Time and resources are in short supply in most organizations today, so what might an aspiring leader have that could be valuable? That’s right: time and resources.
Can you raise your hand with an offer to take on a leadership role in moving one of these projects forward? This has the potential to create a win-win-win for your leader, for you, and a win for the organization.
A cautionary tale
Important to note: An offer to support your leader isn’t an ask for mentorship; it’s a specific offer of assistance to help move important corporate objectives forward, while providing an essential opportunity for you to gain knowledge and exposure to your leadership team.
And this especially isn’t an offer to do more of the same work you’re already doing. You’re already proving you know how to do that.
If you decide to inquire about offering project support to bolster your leadership experience, remember that you already have a job to do. You likely won’t be compensated for the additional work you’ll be taking on, and you may pay the ultimate price in your physical and mental health for that additional effort. Be mindful of your boundaries and your own capacity when raising your hand so that you don’t overextend yourself.
Use your tools, or source new ones
As you continue to look for resources to support you in your leadership journey, it’s possible that your organization has training resources available to you as you grow in your leadership expertise, but it’s also possible that they don’t. Consider third-party resources, both inside and outside the insurance industry, such as workshops, courses, and coaching as you find the learning style that works best for you.
Remember that your leadership style is yours, and there is not a magic formula for the resources that both inform and inspire you as you build your leadership foundation.
Also remember that many employers will reimburse you for this continuing education, and it’s a guaranteed “no” if you don’t ask!
One final thought
Don’t forget to communicate your desire to advance into a leadership position with your leader, even if it feels uncomfortable or too soon. While it’s becoming more common to have open conversation around career paths and aspirations within our organizations, your leader likely isn’t waking up at 4:00 a.m. with your career path on their mind, and will appreciate you showing initiative, an important leadership quality.
The author
Meg McKeen, CIC, founded Adjunct Advisors LLC in 2018 with the simple belief that we can and must do more to support the individuals who choose a career in the insurance industry. Now in her 25th year, Meg’s experience working in underwriting, leadership, and sales within the industry informs her work as a consultant today, in which Meg now holds space, at the crossroads of personal and professional development, for insurance professionals as they navigate their shifting relationship with work and this current hard market. Meg’s work includes private and small group coaching, workshop facilitation, industry event speaking and planning engagements, and the podcast she hosts, Bound & DeterminedSM Learn more at www.adjunctadvisors.com.
