The role of the ally in inspiring inclusion

Dan Martin is Markel’s Managing Director of Distribution Strategies and Business Development, working closely with our Wholesale underwriting teams to support our ambitions of sustainable growth and operational effectiveness. Outside of his day job, Dan coaches an under-16 girls’ rugby team, where he’s helped to create a safe space for players to socialise, collaborate and reach their full potential. In this Q&A, Dan talks about the lessons he’s learned throughout his career, and what more he believes leaders – and the insurance industry as a whole – need to do to create and cultivate a more diverse and inclusive workplace.

1.    Dan, you’ve worked in the insurance industry for more than 30 years. Can you tell us about how the industry has changed in that time, and what areas need to continue to develop for a more diverse and inclusive industry?

It’s been a period of significant change. For a long time, the industry was staid, formal, and difficult to penetrate. But through the hard work and continuing effort of progressive people, groups and leaders, it has become far more approachable, interesting and diverse. Thanks to employee resource groups, networks and industry events such as the Dive In Festival , people are encouraged to bring their whole selves to work, now more than ever. Of course, there’s still a lot of work to be done for a truly diverse and inclusive industry with equal opportunities for all, but I am confident that we’re moving in the right direction.

2.    Has the experience of coaching an under-16 girls’ rugby team, influenced your approach to leadership in the workplace? And similarly, has your experience in the workplace influenced your approach as a coach?

I’ve played and coached rugby most of my adult life, but it’s been eye-opening stepping into youth rugby, and particularly for a girls’ team in a sport dominated by male players, coaches, referees and supporters and in a community setting with clubhouses designed and built to cater specifically to men and boys. It’s helped me to better understand the need to create different experiences, and to provide support and pathways so that everyone can benefit from the same outcomes. I can see clear parallels to the changes required in the insurance industry.

Thanks to employee resource groups, networks and industry events such as the Dive In Festival, people are encouraged to bring their whole selves to work, now more than ever.

3.    What specific leadership qualities have you found to be effective in creating a more inclusive culture, both in your rugby team and at Markel?

Honesty, integrity and treating everyone, regardless of rank, in the same clear and transparent fashion are values I aspire to live up to. Whether in the workplace or on the field, earning respect for our individual contributions enables us to fully leverage our differences and embrace the diversity within a team.

4.    Can you discuss any strategies or approaches you've implemented at Markel to attract a more diverse talent pool?

Firstly, I think you have to have a more open understanding and focus on outcomes rather than process. If I insist everyone does elements of the job the same way I do, we won’t benefit from a rich and diverse set of opinions and skills, but instead, we’ll have a succession of ‘mini-mes’.

Secondly, I think we need to have a broader conversation about what diversity can mean beyond gender and race: neurodiversity, different physical abilities, sexual orientation, and many more areas than I could mention here. We benefit from reflecting the values and viewpoints of the communities we live and work in.

Lastly, I’m encouraged that today the industry is taking positive steps to attract the best candidates, irrespective of their access to the industry or guidance from within the market. Not all our future stars have the same background and advantages.

5.    As a leader yourself, what role do you see leadership playing in fostering an environment where individuals feel encouraged to excel in their insurance careers, regardless of their gender or background?

Challenging the status quo, modelling good behaviours and calling out other behaviours that are not aligned. Frankly, I think leaders have a responsibility to challenge negative ‘water cooler’ chat if they encounter it, drive a positive debate and be accountable. It’s also important that everyone has access to conversations with leaders, so being approachable and offering support to all colleagues, no matter their position, is vital to providing equal opportunities internally.

6.    Do you have any advice for other leaders or people in the industry who are looking to become better allies?

Absolutely, get involved! Identify who you can help and get stuck in. Find out what ERGs and networks are around you, attend their events and offer your support, and look into wider industry events and mentoring opportunities. Be supportive of your team and support the progression of your existing talent, and when it’s time to recruit, ask how you can support in finding diverse candidates. There are so many opportunities to become a better ally, and in the process, you stand a good chance of positively enriching the lives of the next wave of professionals, so my advice is to go for it!