Page 52 - Shaw Wall of Honor

Empower
Empowering women can take on many forms. In my agency, the best example comes from the early days when I was just learning the industry. Keep in mind, I had no insurance experience! I had been working in the agency for only a couple of weeks alongside one female staff member who stayed on after the purchase. She had been working for the previous owner for over 20 years. This woman was (and still is) a rockstar insurance agent; however, whenever someone would call and ask for “the agent” she would transfer the call to me. She was a licensed, professional insurance agent with over 20 years' experience. This woman could run circles around me, but because of an antiquated agency culture, she didn’t see herself that way. That same day, I ordered a name plate that said “Agent” and put it on her desk. I also ordered business cards, which she never had, and gave her the title of “Licensed Agent.” That simple gesture slowly shifted her perspective and that of our clients. It freed me up to work on the business instead of fielding calls all day. She also became one of my most trusted mentors and teachers in the industry. I literally could not have built my business without her, and I’ve done my best to recognize and reward her contribution.
Another way we empower women is through educational opportunities. Our agency pays for 100% of all continuing education, including industry credentials through groups like National Alliance and reimbursement programs for agents who want to pursue higher ed degrees. It is ultimately about understanding their professional goals, how
While every agency is different, what has worked for mine is an intentional plan to empower, reward, and recognize women.
those goals best align with the agency, and supporting them as they seek to achieve them.
Reward
Pay equity is an issue across all industries and insurance is no different. According to the Liberty Mutual report, female insurance agents earn $0.67 for every $1 that male insurance agents earn. I experienced this firsthand with every agency acquisition. I would review payroll and it was never a surprise that those most underpaid were typically the women who kept the agency running on a day-to-day basis. Of course, correcting these differences in pay takes time and can often result in uncomfortable conversations. For us, it meant adding a combination of performance-based pay and/or commission to their already established salaries, which was a different model for some of the women in our office. However, I was always transparent about my goals and that I wanted everyone to grow financially as the agency grew. Through time and consistency, trust was built, and everyone began to see the value in having more control
The Realities of Being a Female in a Male-Dominated Industry
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