Turning Uncertainty into Opportunity

Troy Korsgaden

The insurance industry is in the midst of one of the most significant transformations in its history. Long seen as a stable sector, the industry is now being reshaped by fast-moving forces: technological disruption, changing customer expectations, evolving regulations, demographic shifts and global risks such as climate change. For agency owners and the field leaders who support them, these shifts show up on the front lines: in client conversations, recruiting and developing new agents and meeting sales goals in a dynamic marketplace.

For many seasoned professionals, this can all feel unsettling. The systems, processes and business models that have sustained success for decades are now being challenged. It’s easy—and human—to feel overwhelmed. But here’s the truth: this isn’t the end of the agency model—it’s an opportunity to redefine and elevate it.

Change is not the enemy. For those willing to lean in, it’s the greatest opportunity we’ve had in decades. With the right mindset, you can reframe this disruption as a platform for innovation, growth and renewed purpose.

Understanding the times

It’s not your imagination—things really are different. Here’s what’s driving that shift:

Technology Is Reshaping How We Work. From CRMs to chatbots to artificial intelligence, technology is changing how agencies operate. Clients expect a seamless experience with fast and easy access to information. The agencies that leverage technology to simplify and scale their processes are freeing up more time for what truly matters: building relationships and delivering unrivaled service.

Clients Want More Than Coverage. Consumers today are more informed, more selective and more demanding. They’re not just buying insurance; they’re buying trust, education and support. They want to understand their policies and feel confident they’re protected. Agency teams must be equipped not just to sell, but to educate and guide.

Recruiting and Retaining Talent Looks Different. The next generation of agents expects flexibility, purpose and growth. They want mentorship, technology that helps them win and leadership that invests in them. Both field leaders and agency owners must evolve their approach to attracting and developing talent, or risk falling behind.

Risks Are More Complex. Whether it’s extreme weather, cybersecurity threats or shifts in small business liability, the nature of risk is evolving. Agencies must be better equipped to anticipate, educate and adapt—not just quote and close.

Facing the realities

When the ground starts to shift, our instincts often drive us to resist. Many of us built our careers on consistency, compliance and control—qualities that have long defined the industry. So, when change arrives, it can feel like a threat, and our instinct may be to double down, resist change or wait it out.

But here’s the danger:

Saying “This is how we’ve always done it” becomes a barrier to growth.

Feeling overwhelmed by change can lead to inaction.

Focusing solely on control can create a culture of fear and disengagement.

These reactions don’t protect the business; they stall it. And they send a signal to new and potential agents that the opportunity is shrinking, not expanding. That mindset drains morale and pushes forward-thinking talent elsewhere.

Every disruption creates a gap between what is and what could be. That gap is an opportunity. The question is not “What are we losing?” but “What new value can we create?”

History tells us that industry disruptors don’t just survive—they often thrive. Consider how companies like Netflix and Amazon turned traditional industries upside down—not by tweaking existing models, but by reimagining them altogether.

Here’s the mindset shift that matters: Change doesn’t threaten the agency model—it reinvents it.

Beneath the surface of this industrywide transformation lie massive opportunities. And agency owners and field leaders are perfectly positioned to lead this transformation because they’re close to the customer, close to the market and close to the team. The opportunity now is to:

Leverage technology to elevate, not replace,      
          human connection.

Modernize the agent experience to attract top talent.

Shift from sales-focused to value-focused relationships.

Build more relevant, community-centered, 
          client-first agencies.

Driving the change

This isn’t about becoming something we’re not. It’s about expanding what we already do well—and doing it in ways that meet the moment. Here are four ways proactive leaders can not only adapt to change—but drive it.

Use Technology to Work Smarter. Technology should never be about replacing people; it’s about freeing them to do more of what they do best. Automation can simplify client onboarding, follow-up, renewals and policy reviews. AI tools can flag client needs before they’re voiced. Mobile-friendly platforms allow new agents to hit the ground running faster. The best technology doesn’t depersonalize service; it enhances it by giving teams the time and tools to build stronger relationships.

Build a Culture That Attracts and Retains Talent. Culture is now a competitive advantage. Do agency teams feel like they’re part of something bigger? Are they being developed, celebrated and supported? Leading with transparency, mentorship and shared purpose builds stronger, more resilient teams. People want to be associated with organizations that are moving forward, not holding on to the past. A culture of innovation attracts problem solvers and keeps them engaged.

Adopt a New Business Model. Disruption opens the door to creativity. From usage-based auto policies to micro-insurance for underserved communities, innovative models are gaining traction, and customers are responding. Agencies don’t need to overhaul overnight, but field leaders should be encouraging experimentation with new offerings, partnerships and service models. Start with pilot programs or niche client needs and grow from there.

Focus on Education. Clients are craving clarity. The agency of the future wins by helping people make informed decisions, not just by closing sales. Host webinars. Create content. Educate through service. Become a resource in your community, not just a transaction.

Leading the way

In times of change, leadership isn’t optional. Whether you are a field leader supporting agency owners or an agency owner leading a sales team, your ability to guide others in uncertain times is one of your most important responsibilities.

Start by Listening. In times of change, people need to feel heard before they can be led. Whether it is a new sales associate struggling to adapt or a veteran agency owner questioning recent shifts, listening creates space for understanding.

Conduct regular one-on-one and team meetings—not just to report numbers, but to hear concerns, ideas and feedback.

Ask open-ended questions to encourage conversation, such as, “What’s been harder than you expected?” or “What would help you serve your clients more confidently?”

Use that feedback to adjust processes or test new approaches. Then let your team know their input helped shape changes.

And remember, listening doesn’t mean agreeing with every idea. It means honoring people’s experience and using their input to make better decisions.

Give Room for Experimentation. Sometimes people need permission to try something new. If your team is afraid to experiment, your culture may be too rigid. Create space for “test and learn” moments.

Celebrate effort and learning, not just results.

Encourage teams to try something new without fear of failure.

Create a pilot-and-share culture where one person tries something, then shares what worked (or didn’t) with the rest of the team.

Keep it simple and start small. A new talk path or client touchpoint can become a scalable win when shared and refined across the team.

Setting the vision

Change becomes overwhelming when people don’t know what they are moving toward. A clear, compelling vision gives them something to align with and believe in. People don’t need all the answers, but they do need a sense of direction. Paint that picture for them often.

Define what the successful agency of the future looks like. What is different? What remains the same?

Communicate the why behind the change, including how it benefits the client and the team. For example, “We’re simplifying the process so you can spend more time with clients rather than on administrative work.”

Revisit and reinforce the vision consistently—in team meetings, planning sessions and one-on-one meetings.

You don’t need all the answers to cast a vision. Be honest about the unknowns while emphasizing a shared commitment to growth.

Invest in Learning and Coaching. Change is easier to embrace when people feel equipped to handle it. Investing in skill development sends a clear message that you care about your team’s growth.

Host focused training sessions on relevant topics.

Pair new agents with experienced mentors.

Encourage peer learning where team members share what’s working for them.

Learning doesn’t have to be formal. Quick 10-minute learning bursts at the start of a team meeting can be just as powerful as a daylong workshop.

Walk the Talk. People watch what leaders do more than what they say. If you want your team to embrace change, they need to see you modeling it with consistency and confidence.

Use the new technology or tools you are asking your team to adopt.

Share your own learning journey—for example, something new you are trying this week.

Be transparent about setbacks while modeling resilience: “That approach didn’t work the way I hoped it would, but here is what I learned.”

When leaders show adaptability, it creates psychological safety. Team members feel empowered to take risks, learn and grow. But effective leadership isn’t about chasing every trend; it’s about staying steady amidst the noise. By leading with clarity and calm, you become the anchor your team can count on, even when everything around them is shifting.

Developing the skills

The skills that got us here won’t necessarily take us where we need to go. As the environment evolves, so must our leadership toolkits. Successful agency owners and field leaders are developing a new set of capabilities—not to replace the fundamentals, but to build on them.

Business Acumen. Field leaders and agency owners must have a general understanding of every aspect of running a business to make informed, strategic decisions. This includes everything from financial planning and operations to marketing, client experience and compliance. The stronger your business acumen, the better you can anticipate challenges, identify opportunities and lead with confidence in a fast-changing environment.

Digital Fluency. You don’t need to become a tech expert, but you do need to understand how digital tools enhance agency performance. Leaders must be able to evaluate technology options, support adoption and guide their teams in using digital platforms to connect, convert and serve more effectively.

Coaching and Consulting. Teams today don’t respond to top-down management. They want coaching, not commands. That means asking more questions, providing guidance and feedback and helping people connect their personal goals to their professional growth.

Data-Informed Decision-Making. With so many tools offering dashboards, analytics and reports, leaders must know how to interpret and act on data. What’s the story behind the numbers? Who needs support? What’s working—and why? These insights can help guide recruiting, retention and resource allocation.

Communication in a Hybrid World. Remote work, digital onboarding, virtual client meetings—these aren’t just temporary trends. Leaders need to master clear, consistent and compelling communication across platforms, whether it’s a Zoom call with agency owners or a video message to clients.

Emotional Intelligence. In times of change, emotions run high. Leaders who can manage their own reactions, empathize with others and create psychological safety are better equipped to sustain morale, resolve conflict and drive performance.

Strategic Agility. Rigid plans won’t cut it. The best leaders stay clear on their vision while remaining flexible in their methods. They adapt quickly, course-correct without panic and encourage their teams to do the same.

This skills evolution doesn’t require a complete reinvention, but it does require intention. Leaders who invest in these capabilities will not only grow their agencies, but they will also become magnets for top talent and trusted partners in their communities.

There’s no doubt about it—the insurance industry is changing. But that doesn’t mean the agency model is obsolete. Far from it. Agencies that evolve are thriving. Field leaders and agency owners who coach through change are building stronger, more future-ready teams.

This isn’t the time to shrink back or double down on the past. It’s the time to reimagine what’s possible, invest in your people, modernize your model and lead with clarity and courage.

The opportunity is real. The need is urgent. And the best leaders won’t just survive this transformation; they’ll shape what comes next.