Customers expect immediate responses to their inquiries and concerns in today’s fast-paced world. Yet, many businesses struggle to meet these expectations, especially in the insurance industry. At Berkley Industrial Comp, we’ve made responsiveness a cornerstone of our business strategy, recognizing that it’s not just about convenience but building trust and delivering better outcomes.
The frustration of poor responsiveness is something we’ve all experienced. Consider the scenario shared by our SVP, Chief Claims Officer Greg Hamlin, who spent an hour on the phone trying to cancel his deceased father’s audiobook subscription. Despite explaining that they were charging a deceased person, he was transferred multiple times and put on hold repeatedly before finally resolving the issue. This experience left a lasting negative impression, not just because of the wasted time but because of the emotional toll it took during an already difficult period of grief.
Contrast this with Berkley’s approach. Our Business Engagement Team was specifically created to redefine traditional administrative roles by hiring top talent focused on responsiveness. We answer calls live rather than using a standard call tree where callers navigate through recordings and frequently reach voicemail. This required extensive cross-training to ensure that the person answering the phone could address most questions without transferring the caller to another department—something that truly sets us apart in the industry.
The impact of this approach has been remarkable. As Luella Alcorn, our Senior Business Operations Manager, notes, callers are often surprised when a real person answers the phone and can resolve their issue immediately. This creates an opportunity not just to address their immediate concern but also to educate them about other resources and tools available to them, strengthening the relationship for the future.
In the claims management context, responsiveness takes on even greater importance. As Claims Manager Chris Drake points out, injured workers often find themselves navigating an unfamiliar system at a time when their lives have been completely disrupted. Timely responses and effective communication help shepherd them through the process, building trust and ultimately leading to better outcomes and lower claim costs.
The consequences of poor responsiveness can be severe. Beyond the obvious frustration it causes, delays in communication can lead to increased costs, damaged relationships, and even litigation. If an injured worker isn’t hearing from their adjuster, they may feel they have no option but to hire an attorney to advocate for them. Similarly, delays in accommodating work status can keep an injured worker off the job longer than necessary, increasing costs for both the insurer and impacting the worker’s income.
On the positive side, responsive communication creates opportunities to build trust and demonstrate empathy. When mistakes happen—as they inevitably will—acknowledging them, taking responsibility, and working to make things right can strengthen relationships rather than damage them. Luella notes that people respect when you recognize what happened and assure them it won’t happen again.
In today’s technological landscape, being responsive means meeting people where they are. This includes traditional phone calls but extends to emails, text messages through systems like Hi Marley, and even chat options on the website. The goal is not to force customers through a predetermined channel but to provide options that accommodate their preferences and needs.
The philosophy of responsiveness extends beyond customer interactions to internal team dynamics. Leaders must model responsive behavior within their teams if they expect frontline employees to demonstrate it with customers. This means making themselves available, keeping commitments, and prioritizing the needs of team members.
Ultimately, responsiveness is about empathy—putting yourself in someone else’s shoes and treating them how you want to be treated. In an industry often perceived negatively, this simple but powerful approach can set a company apart and create lasting positive impressions. It’s not just good business—it’s the right thing to do.