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Content:

• Long-term care insurance companies approved to sell in Washington state
• Dash for Diabetes 5K Run/Walk 2021
• Career Services Office
• The Northwestern Mutual Financial Corner
• 2022 Rose Bowl Game: open thread
• Northwestern Mutual Insurance Company Review
• Off-campus Job & Internship Fair
• A Guide to the Worst Long-term Care Insurance Companies 2021

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Long-term care insurance companies approved to sell in Washington state

When Northwestern Mutual was contemplating the rollout of a new proprietary financial-planning tool called PX, it needed to navigate a number of factors, including a geographically dispersed network of advisors in the field who act as independent entrepreneurs to serve clients with holistic financial plans. These advisors often develop distinct practice models depending on the needs of their clients—meaning any approach must be multifaceted and reflect the needs of the field force of financial representatives.

The company also faced residual skepticism from earlier versions of the tool that did not meet advisor expectations. When the COVID pandemic emerged just as the PX rollout was set to begin in earnest, it threatened to disrupt the carefully planned and layered deployment effort.

Change management and careful stakeholder engagement became essential. Chief distribution officer Tim Gerend and chief customer officer Christian Mitchell partnered to lead the PX rollout and were able to chart a path to success in spite of these imposing odds. They sat down with McKinsey partners William Decherd and Kia Javanmardian to discuss their collaboration and how they embedded change through persistence, focus, and a clear mission.

What was riding on its rollout? PX is not just a financial-planning tool but also the cornerstone technology to this broader push into our future experience. That makes its adoption by our advisors critical on multiple fronts. Tim Gerend: We have a proprietary and differentiated way of going to market, and we want that philosophy reflected in PX. We believe in the role of the advisor in delivering a great client experience.

McKinsey: Every change-management effort presents its own challenges. What were the main ones you had to confront? Tim Gerend: There were challenges for both design and adoption of PX. Building a proprietary planning tool is a really complicated thing to do. We have advisors who are running teams focused mostly on complex planning for high-net-worth clients. We also have advisors who are brand-new to the industry. Our platform needs to work for everyone.

The second, more practical challenge is on the adoption side, where we had a user base that was very loyal to their existing planning tool. Our advisors trusted this tool and knew how to use it to motivate their clients to plan and take action. For advisors who are paid based on outcomes, time is literally money; convincing them to do something different obviously poses a real challenge. Christian Mitchell: When PX was initially created several years ago, it fell short.

The early version was not tailored to our unique approach to planning. When we were planning for the rollout of the improved PX tool, we knew we would have to address a tremendous amount of skepticism among the field. Another challenge was that even for folks who had embraced financial planning, this was not a one-for-one swap. The legacy tool was very module-based and transactional. PX is a true, comprehensive financial-planning platform. So we have to get advisors to embrace a broader, deeper element of financial planning in addition to the new platform.

McKinsey: How did you go about crafting a plan to persuade financial advisors to embrace PX? They are independent business owners who are living and eating based on the success of their business.

Christian Mitchell: Understanding and embracing that independent culture was our true opportunity. Instead of crafting a plan on our own, we developed a strategy to cocreate the platform with some of our best advisors.

They helped identify and prioritize the functionality and became advocates for the tool. When the field sees our top advisors use something as groundbreaking as PX, there is a natural tendency to want to check it out for themselves.

We also have a targeted engagement strategy that started with new advisors with less complex needs, and as the platform evolves and becomes more robust, it makes sense for more senior advisors with sophisticated needs to use it. But getting adoption wins on the board early paved the way for the work that continues today. Tim Gerend: For those reasons, I find it is much more effective to use an influence model.

How do we get there? What are the carrots and sticks? McKinsey: What methods did you use to build consensus and instill a sense of accountability among your teams? On one level, it felt like he was lateraling the hot potato to me. But he was exactly right. There was no way we were going to deliver this sort of pathway of adoption to the field without my organization being bought in percent, because we have the on-the-ground relationships and the accountability and oversight of our field leaders, who drive a lot of behavior.

Tim Gerend: The rollout of PX has been a test with real clients: real money, real decisions, real consequences. The level of connection and influence there is really important. It was a recognition of that shared accountability.

Early on, we were very intentional in selecting the pilot offices, because we were really testing the training, the meeting cadence, the communication, the reinforcement, the incentive structure—all the components of a successful adoption. Once we had that locked in for those four offices, we were able to move through onboarding successive waves of offices, incrementally making it better each time because we were learning from the groups of offices.

We like to say it is the end of the beginning. We know it will take some time for advisors to truly embrace PX, just like it did for them to embrace the previous planning tool.

McKinsey: How were you forced to pivot in response to the onset of the pandemic? Christian Mitchell: Initially, I was really worried about the implications of the pandemic, because our advisors are relationship-driven, and in-person interaction has historically been our model. Our change-management approach seeks to use personal influence and relationships with well-known advisors.

When the pandemic hit, we made the decision, despite some anxiousness, that we were just going to move full steam ahead. This was our window of opportunity, given where PX was in terms of functionality and our aspirations for what we wanted to accomplish in the coming years.

So we pivoted from the in-person change-management learning sessions to an all-virtual approach. It ended up giving us much greater reach. Tim and I could hop on these kickoff calls with basically every advisor in the office. Even if we had been superaggressive in terms of travel, we may have been able to get to only five or six offices. Instead, we were able to talk to all of them in a virtual way.

The virtual environment and doing a lot of calls in rapid succession led to iterative learning. PX is a digitally native platform. You can easily show the outputs. The virtual environment also encouraged more real-time discussion and afforded teams the opportunity to evaluate PX based on its merits, rather than the rumor mill, which helped tremendously. Last, and likely most important, PX is a digitally native platform.

And so that was a massive tailwind as well. McKinsey: What approaches did you use to overcome existing skepticism among financial advisors? They are focused on their business, their next client, their next meeting. Our approach was really to reinforce the value of this change at multiple levels.

Number one is obviously John Schlifske, our CEO, with Christian and I being responsible for carrying and reinforcing his strategic messaging. We wanted people to know that we are building a great client experience. PX is the centerpiece of that experience. Having the voice of the CEO was necessary but not sufficient because you still had to have a way of getting people engaged with it. So we supported this with a robust strategic-communications approach that focused on driving measurable engagement across all stakeholder groups.

Second, we had to get advisors to experience the tool and realize PX really can do what they need it to. We were making real progress, in large part because of the partnership and cocreation. We also had something called the icon strategy, which focused on engaging our field legends and heroes and role models. We wanted to make sure that some of our most recognizable advisors earnestly believed that this tool was the right approach—and then we amplified their support to demonstrate the alignment with these icons.

Not only have they helped us design and build the platform, but now they are really the ambassadors for PX and the system. Christian Mitchell: We could have spent two months trying to construct the perfect set of goals that captured all the intricacies of adoption. Instead, we decided to pick a simple metric—the number of advisors who had adopted PX—that was directionally right. Making that call early and giving the teams clarity allowed them to unleash their full creativity and effort.

Tim Gerend: A simple metric was the most effective alignment tool that we could use between our teams because we had a shared definition of success. It also provided us with a weekly mechanism to know whether we were on track.

And there was a lot of deep, critical analysis in weekly updates: How do we feel about it? Why are we up? Why are we down? It also drove a lot of the discussion about how we were adjusting the plan as we moved through the year. Christian Mitchell: We basically have percent adoption for the newer advisors. We have this new generation of digitally savvy advisors who are going to drive so much value for us going forward.

Now that we have progressed on this journey, market share is something we also carefully monitor. A year ago, only 30 percent of plans were PX plans. Today, more than half of plans are made using PX. For our more incumbent advisors, we have a tool now that encapsulates our unique go-to-market strategy.

It allows them to tell the story they want to tell. We just actually met with a group of our most productive, influential advisors, and the high point of the whole discussion was PX and how far it had come since its earlier iteration. Now they see it bringing to life this power of our unique insurance and investment solutions. That was really gratifying to hear and gets back to the main strategic push behind PX—our clients.

Dash for Diabetes 5K Run/Walk 2021

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Career Services Office

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The Northwestern Mutual Financial Corner

Our office is unable to determine if your long-term care LTC policy qualifies for an exemption under the WA Cares program. You can also apply with the WA Cares Fund to see if your policy qualifies for an exemption wacaresfund. The list of companies below is based on the most current information available to our office. Contact the company directly to learn more about approved, current product offerings available in our state. Note: Not all companies approved to sell long-term care policies are actively selling policies.

2022 Rose Bowl Game: open thread

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Northwestern Mutual Insurance Company Review

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Off-campus Job & Internship Fair

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A Guide to the Worst Long-term Care Insurance Companies 2021

It's an exciting and important time to be a part of Northwestern Mutual. We're strong, innovative and growing. And we want you to grow with us. People are the power behind Northwestern Mutual, and diversity makes that power even greater.

Who can attend? This event is free and open to community job seekers wanting information on employment opportunities, job requirements, job training and supportive services. University students and alumni can explore internships, summer jobs, part-time positions, full-time jobs or military programs. Learn application procedures, make professional contacts, discover career experience options and obtain insight into required qualifications in one location, on one day! What employers and organizations will be seeking interns or hiring part-time or full-time?

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