I’ve watched insurance firms burn time and money on executive searches that never deliver.
The same errors. The same outcomes. If you want to break the cycle, start here.
For years, I’ve seen insurance companies approach executive hiring as if it’s a compliance exercise — box-checking, benchmarking, and process before purpose. The result? Prolonged searches, misaligned hires, and leadership churn that drains momentum.
The problem isn’t the talent market. It’s the approach.
1. Stop treating every role like a replacement
Too often, firms begin a search with a job description that’s been recycled from the last person who held the seat. The brief is backward-looking, not forward-thinking. The right question isn’t “Who can fill this?” It’s “What will this role need to achieve in the next 24 months?”
When you design the mandate around outcomes instead of titles, you attract candidates who solve problems — not those who simply meet criteria.
2. Demand alignment, not just experience
Years in the industry don’t guarantee strategic fit. I’ve seen brilliant underwriters fail as COOs and outsiders thrive in P&L roles — because alignment with the firm’s pace, appetite for change, and cultural DNA matters more than resume familiarity.
In every shortlist, there are candidates who could do the job and one or two who should. The difference is alignment.
3. Shorten the decision loop
Many searches stall because decision-makers can’t agree on what “good” looks like. By the time consensus forms, top talent has moved on. The solution: set decision principles early. Who makes the final call? What’s non-negotiable? What trade-offs are acceptable?
Speed doesn’t mean rushing. It means removing friction.
4. Hold your partners accountable
If you’re using an executive search firm, demand evidence of market reach and calibration. Ask how they’ll test for leadership capability, not just experience. Insist on transparency about why certain candidates are advanced or cut. You’re not buying a list — you’re buying judgment.
5. Think beyond placement
The best searches don’t end with a signed offer. They end with a leader who ramps up fast, builds credibility internally, and delivers measurable impact. That means integrating onboarding, coaching, and early success planning into the hiring process.
Bottom line:
If your last executive search felt like déjà vu, it’s time to change how you define success. Don’t just fill roles — architect leadership that moves the business forward.
The insurance industry doesn’t lack talent. It lacks precision in how it finds, selects, and supports it. Start there, and you’ll never have to “search” the same way again.
Campbell Rochford – Turning Good To Great!