Six ways agencies are making
belonging, trust and connection part of how they operate
The real question for agency leaders is no longer whether
culture matters. … The question is whether belonging will be treated with the same focus as revenue.
By Carolyn Smith, APR, CRA, TRA
Something is quietly breaking inside the modern workplace. It is not always obvious at first glance, but if you pay attention, you can feel it. The energy is different. Engagement rises and falls in ways that are harder to predict. Turnover shows up where you least expect it. Leaders sense it. Employees feel it. And more and more organizations are asking the same question.
What exactly is going on?
The data tells a sobering story. According to research from Forbes and BetterUp, 43% of employees say they do not feel connected at work, while 69% report being unsatisfied with their workplace relationships. Even more telling, more than half of employees say they would trade part of their salary for a stronger sense of belonging, greater purpose, and a workplace culture that genuinely cares about their well-being.
Taken together, these numbers point to something deeper that is reshaping how organizations grow and sustain themselves. Compensation still matters. It always will. But it is no longer what holds everything together.
Increasingly, employees are driven by what many now call emotional salary. These are the parts of work that cannot be measured on a pay stub but are felt every day. Cultural alignment. Recognition. Relationships. Feedback. Growth. Once basic financial needs are met, these factors begin to matter more than many leaders expect.
For an industry that has always leaned on metrics and production goals, this is a meaningful shift. Culture can no longer sit on the sidelines. It has become a real driver of performance. When people feel connected and supported, they stay, they collaborate more easily, and they bring care and intention to their work in ways that cannot be forced. When these elements are missing, even the best compensation plans lose their hold over time.
In insurance and risk management, this reality becomes even more clear. At its core, this business is about trust. It is about being there for clients in moments that matter, often when emotions are high and the stakes are even higher. That kind of work requires teams who trust one another, communicate clearly, and move with a shared purpose. When that connection is missing, clients feel it.
At the same time, a group of agencies is quietly pulling ahead. Their growth is consistent and steady. Their people stay. Their cultures feel grounded. When you look closely, the difference is rarely a new system or a clever strategy. It is something much more fundamental.
These agencies have made belonging, trust, and connection part of how they actually operate. What follows are six ways they are doing exactly that.
- Treat belonging like infrastructure, not like a perk. One of the most common assumptions leaders make is that belonging will happen on its own. Hire good people, put them together, and trust that it will all come together. Sometimes it does. More often, it does not.
The agencies gaining traction take a more intentional approach and design belonging into the structure of the business.
Paige Allen Harris, principal at Flatlands Insurance Group, has seen this firsthand. “Belonging isn’t a ‘nice to have’ anymore,” she says. “It’s fundamental. It’s clear that culture drives commitment.”
At Flatlands Insurance, that belief shows up in everyday decisions. Flexible PTO is built on trust. Summer Fridays recognize that people have lives outside of work. Quarterly outings and monthly Gather and Grow sessions give teams space to connect in a way that goes beyond their roles.
“Those moments matter,” Harris explains. “They create space for people to connect as humans, not just as colleagues.”
Even simple practices like bucket list shoutouts, where contributions are recognized out loud, reinforce something powerful. People feel seen and valued. Over time, those moments add up and become part of how the organization operates.
Heather Parsons, people and operations manager at The Insurance Market, sees it the same way. “Culture and belonging are not something you talk about once a year,” she says. “They are something you build into the way you operate every day.”
Agencies that struggle with retention often lean on events. Agencies that succeed build habits.
- Ground culture in core values that actually guide decisions. Nearly half of employees today say they want to work for organizations that align with their personal beliefs, according to a 2025 survey by Ernst & Young. That goes well beyond perks or polished mission statements. Belonging deepens when people believe in what their organization stands for and see those values show up in real decisions.
At Flatlands Insurance, culture is anchored in core values that influence the team, the client experience, the community, and the business itself. These are not abstract ideas. They guide how the organization shows up every day.
One clear example is the agency’s commitment to community service. Every team member is given time each year to volunteer in ways that matter personally, while the organization also supports initiatives that address food insecurity.
“We don’t just talk about it; we live it,” Harris says. “That’s what belonging looks like here: people connected to each other, to a purpose, and to something bigger than themselves.”
Parsons describes a similar approach. “We look for people who align with our core values of being dependable, trustworthy, compassionate, talented, and going beyond,” she says. “That alignment matters more than anything else.”
Values cannot stay on a wall. They have to show up in hiring, recognition, and the hard conversations. When people see consistency, trust grows. When they see exceptions, it fades quickly.
- Build trust through longevity, not flash. One of the clearest signs of belonging is how long people choose to stay. People remain where they feel respected, supported, and connected.
In independent agencies, turnover often sits between 20% and 25%. That level of movement creates disruption and weakens client relationships. At Flatlands Insurance, turnover has averaged just 7.7% since 2022.
At The Insurance Market, the story is similar. Four managers represent a combined 138 years of service, and two employees are celebrating 40 years with the company this year.
“That kind of longevity does not happen by accident,” Parsons says. “It is the result of being intentional about how we treat people every day.”
When people stay, everything changes. Knowledge builds. Relationships deepen. Mentorship becomes part of the culture. Retention becomes a multiplier.
- Use structure to strengthen, not suffocate, connection. There is a belief that strong cultures are informal. In reality, clarity is what allows connection to grow. When people understand their roles and trust the systems around them, they can focus on working together. Without that clarity, uncertainty creates tension.
At Flatlands Insurance, structure supports belonging. Roles are clear. Meeting rhythms are consistent. Recognition ties back to values. When structure is missing, anxiety fills the space. When it is present and fair, trust follows.
Parsons puts it simply. It is “about fostering connection, building trust, and ensuring employees feel seen and supported. When employees feel that sense of belonging, they are more motivated, more collaborative, and more committed to the success of the team.”
- Recognize that compensation buys attention, not loyalty. Compensation matters. It always will. It opens the door. But it does not create commitment on its own.
“Compensation will always matter, but it is not what creates lasting commitment,” Parsons says. “Belonging is what makes people stay.”
Recognition fills that gap. It does not require complex programs. It requires leaders who notice and acknowledge the work people are doing. When people feel valued, they stop looking elsewhere. When they feel invisible, they start to wonder what else is out there.
- Extend connection into the community. Belonging does not stop at the office door. The agencies that continue to grow understand that connection extends into the communities they serve.
At Flatlands Insurance, community involvement is part of who they are. It strengthens internal relationships and builds trust externally. When people see their organization making a difference, it deepens their sense of purpose. That purpose carries into how they serve clients.
Playing the long game
Connection is not a quick fix. It does not show up immediately in a report. It takes consistency and intention. Over time, though, it changes everything.
The real question for agency leaders is no longer whether culture matters. That has already been answered. The question is whether belonging will be treated with the same focus as revenue.
As Harris puts it, “Culture is not about posters on the wall. It is about how we make decisions every day.”
Agencies that invest in connection in a thoughtful and consistent way are building something that lasts. In an industry built on trust, that may be the strongest advantage they can have.
The author
Carolyn Smith, APR, CRA, TRA, chief training officer for Beyond Insurance, creates and delivers transformative programs, including the Trusted Risk Advisor certification, BIGN Producer Boot Camp, and Quest for Success, that have positively impacted the lives and careers of countless professionals. These programs help industry professionals build a career that they love and achieve the success they deserve.
