I help insurers bridge the gap between ethics on paper and ethics in practice. It involves paying attention to your management processes and equipping people with some new tools. As a Chartered Insurance Practitioner, I know how your business works.
That gap between ethics on paper and ethics in practice is not uncommon. That’s because managers can see the need for ethics and can understand the type of commitments required of their firm, but often find it difficult to envisage what needs changing in their business to deliver on those commitments.
There’s sometimes an expectation that employees will understand what’s required of them and just get on with it. That’s rarely the case unfortunately. They need to understand what is being asked of them and why. And they need to understand how their contribution will count. So a good communications plan is important, for it helps cement in that commitment so that it extends beyond any initial burst of enthusiasm.
You span a gap by creating links upon which a bridge can then take shape. While having a good code of ethics is an important link, it cannot do the job on its own. A much wider landscape of interconnected policies and processes is involved, all needing to be tuned so as to promote ethical behaviours.
Several years in senior management makes that landscape a familiar one for me. From corporate governance and board reporting, to the specialist requirements of underwriters and adjusters, I have worked in a wide variety of contexts, both as a Chartered Insurance Practitioner and a business ethics consultant.
Yet Rome was not built in a day. So milestones need to identified and targeted in the right order to yield value for directors, employees and clients. My reputation for pragmatic and insightful advice comes from several years in charge of performance and relationships for what was probably the UK’s largest insurance contract.