Take into account the insurance industry’s ongoing talent crunch and now may just be a great time to pick up some leadership training.

In October 2019, a Philadelphia jury delivered an $8 billion verdict against Johnson & Johnson for its improper marketing of the antipsychotic drug Risperdal as a treatment for some mental-health disorders in children.

How many times have you applied for a leadership role only to be rejected due to lack of leadership experience? There’s nothing more frustrating than when you’re kicking butt in your job, you love it and know that you’ll be an amazing manager once you get that promotion, you can’t wait to get others as excited about the role as you are, but you can’t seem to get the go-ahead from management.

When and whether a vehicle involved in a collision is considered “totaled” for first-party insurance purposes is an issue of great angst and confusion for most consumers. We hear horror stories of older but functioning vehicles being “totaled” simply due to a bent frame or other seemingly minor or even hidden damage.

In recent years, efforts to promote diversity and inclusion in insurance and other industries have become increasingly structuralized, hardwired into most companies’ business models.

The coronavirus outbreak has provided a textbook example of just how complicated insurance can be. Businesses around the world, especially those that deal heavily with China, are desperately trying to work out whether they can file successful business interruption claims for losses in revenue tied to the public health crisis.

The current insurance industry is in a quasi-crisis in terms of talent. Over the next couple of years, there will be a mass exodus of legacy insurance professionals which will create a vacuum that must be filled by young talent. The talent gap stats have been blasted all over insurance articles so I will refrain from regurgitating that data here as the point of this article is deeper than statistical analysis.

We’re in the thick of planning our 2020 Annual Conference next month in Dallas, and I’m personally very excited about our CCO Mini-Summit and several Annual Conference sessions on the hot topic of nuclear verdicts. Just like our Litigation Management Symposium last year, our focus on the nuclear verdict topic and the formation of a working group to tackle education on this issue was the idea brought to us by our membership.

Leaders who are intentional about building a collaborative culture will unleash the full capabilities of their team. If you are a manager, when was the last time that you remember someone on your team asking for help?

Traumatic brain injuries, often the subject of eye-catching headlines, are now drawing the attention of employers, providers, and judges in the workers compensation industry. But what exactly is a traumatic brain injury (TBI)?

As organizations grapple with more complex decisions and an ever-increasing pace of change, building a workforce equipped with the skills and experience to thrive in this environment is critical.

Finding this depth and breadth of talent means building a diverse workforce that covers full spectrum of diversity, including age, ethnicity, gender, thinking styles, disabilities and sexual orientation. This means leaders need to challenge their decision-making patterns.

1. You’d never know it by looking at social media

I’m not going to sugar-coat it. My 2019 was a year filled with disappointment at work.

Polyfluoroalkyl (PFAS) materials are everywhere — and they could be the next big threat to property claims exposure, warned one expert.