Career growth strategies incorporate self-advocacy, aptitude checks

CHICAGO — Employees should use a range of strategies, including regular aptitude tests and involvement in organization-wide groups, to advance their careers in the insurance and risk management sector.

By taking charge of their own professional development rather than relying on managers, people are more likely to build satisfying careers, panelists said during Business Insurance’s INSUREChange 2025 conference last week.

Aptitude tests can help people throughout their careers to verify they are still suited to their jobs, said Katie Rabs, corporate insurance and risk manager at Solventum and president of the RIMS Chicago Chapter.

“I actually do an aptitude test every five years, just to make sure that I’m still engaged in what it is that I enjoy doing,” she said.

“Self-advocacy” is an important part of career progression, said Kira Kimball, chief inclusion and impact officer at Marsh McLennan Agency, a unit of Marsh.

More junior staff should talk frankly with managers and executives about what they want to achieve, she said.

In addition, following the move to remote work during COVID, showing up in person at the office and events is essential, Ms. Kimball said.

“It’s really critical for us to create visibility for ourselves,” she said. “If you are someone who’s looking to be invested in, find ways to get visible, besides the good work that you do for your organization.”

Employees can make themselves noticed in various ways, such as volunteering on diversity committees, getting involved in their community and social impact groups, or taking charge of a client appreciation event, Ms. Kimball said.

When assessing a career opportunity, it’s helpful to focus on three issues, said Megan Nelson, vice president of analytics at Gallagher Bassett, the claims management unit of Arthur J. Gallagher & Co.

First, will you enjoy the job and will it challenge you? Second, do you like the people, and will you have a manager who invests in you? Third, does the company align with your values?

While the answers may not be yes for all three, they can give you a sense of whether the job is right for you, she said.

Employees also should build their own “board of directors” within and outside their organizations to provide feedback and offer coaching, said Mary MacDonald, a consultant in the insurance practice at executive search firm Spencer Stuart.

It’s vital for women and people of color to do so because studies show they get less feedback than white men, she said.

“It’s a really important way to get the kind of feedback that you can internalize and then use to your advantage to move forward,” Ms. MacDonald said.