Are you aware of the percentage of personal injury cases that proceeded to trial in 2024? In today’s plaintiff-friendly climate, reducing the number of cases decided by juries is a key priority, and one keystone to achieving that is strong relationship building.
Building relationships to tighten up the seams between departments is like sewing a quilt: Each department represents a distinct patch, unique in its purpose and design. Alone, these patches are valuable, but they are isolated and incomplete. The act of relationship building is the thread and stitching—the care and effort needed to join these patches seamlessly. Without it, the quilt might fall apart at the gaps, unable to fulfill its purpose of providing warmth and comfort. But when stitched together thoughtfully, these patches create something stronger and more unified, where the individual pieces contribute to a greater whole—moving from silos to synergy. The thread does not change the identity of the patches; it enhances their connections.
As someone who thrives on social networking and has a knack for making people feel valued, I’ve seen firsthand the transformative power of effective relationship management. With a wealth of experience in claims management and a track record of leading cross-functional claims teams, I’ve learned that the key to hitting it out of the park with partnerships lies in trust, communication, and a shared vision for success.
Recent statistics continue to highlight that only a small percentage of claims proceed to litigation. For instance, in 2024, approximately 95% of personal injury cases were resolved through settlements before reaching trial, a trend that underscores the significance of the pre-litigation phase. This phase is crucial, as effective relationship management during this period can prevent disputes from escalating to court. By focusing on pre-litigation efforts, you can resolve issues more efficiently and maintain strong partnerships.
From leveraging data-driven insights to navigating the complexities of change management, I’ll share practical advice to guide you on your journey. Whether you’re looking to enhance existing partnerships or forge new ones, these insights will equip you with the tools you need to succeed in the dynamic insurance industry.
Building a Board of Directors: The Patterns
In the high-stakes world of claims and litigation management, the importance of having a trusted circle of advisors—your personal board of directors—cannot be overstated. These individuals are not formal leaders on an org chart, but rather trusted peers, mentors, and even rising professionals who challenge your thinking, offer unfiltered feedback, and help you navigate complex decisions.
To intentionally build this network, start by identifying people who bring diverse strengths: a legal expert who excels in interpreting regulatory changes, a peer with exceptional people leadership skills, and someone from outside claims who can offer a fresh operational perspective. Aim for a balance of emotional intelligence and subject-matter depth. Then, make it reciprocal. Ask, “How can I support you in return?” To ensure your patterns align effectively, begin with a self-assessment to identify your strengths and weaknesses. This step enhances self-awareness before you start engaging others.
A practical example: When I build new relationships, I often lead with a simple phrase: “I want to be your success story.” It’s not about flattery—it’s about signaling intent. That mindset has opened doors to deeply rewarding connections. By consistently showing up, sharing credit, and asking for feedback, I’ve built my own informal “board of directors.” These trusted voices challenge me, encourage me, and keep me accountable. It’s a personal spin on the “Four Ps of Leadership”—Partnering with People who reflect on Performance, Plan, and the courage to push me toward growth.
Tactic: Curate your board like a diverse portfolio. Balance skills, perspectives, and communication styles. Revisit it every 6–12 months to keep it aligned with your growth needs.
Creating and Sustaining Wholesome Relationships: The Thread
Wholesome relationships in claims management go beyond being “nice” or having open-door policies—they are rooted in servant leadership, mutual respect, and honest dialogue. These relationships help teams align more quickly during litigation, de-escalate client frustrations, and drive higher quality outcomes.
This does not happen by accident. Leaders must be intentional in setting norms, especially around communication and conflict resolution. Simple behaviors—regularly recognizing contributions, making space for opposing views, and following through on commitments—build trust over time.
Leadership is not defined by a title. True leaders guide others through pivotal career choices, offer actionable advice to enhance personal brands, and foster connections among colleagues with shared interests. The real reward lies in witnessing others thrive—it is a powerful thread that weaves the fabric of a strong, supportive community.
Help others grow by applying the P.I.E. principle: Performance, Image, and Exposure. Provide real opportunities to perform (P), coach them on their personal brand and how they are perceived (I), and connect them with key decision-makers who can recognize their work (E). True development occurs when people are challenged, visible, and supported. Performance accounts for 10% of success, Image for 30%, and Exposure for 60%.
Tactic: Institutionalize relationship-building into your operations, whether through weekly check-ins, informal 1:1s, or shared wins. Make it part of how work gets done, not a separate activity, and use OneNote for collaboration.
Leveraging Relationships for People Development and Fulfillment: The Needle
A strong relationship network is not just a support system—it is also a growth engine. In the fabric of leadership, relationships are the needle that guides the thread—shaping, stretching, and strengthening the pattern as it forms. One of the most overlooked leadership opportunities is using those connections to develop others.
Here, psychological safety is key. There is an old story of an observer who, upon seeing a moth struggle to escape its cocoon, decided to help by making a small cut. The moth emerged, but it never gained the strength to fly. The struggle was part of the transformation. As leaders and mentors, it is tempting to shield junior team members from failure—but growth often happens in those hard, messy moments.
Leaders can model this by threading opportunities through challenge: inviting team members to present on tough cases, share lessons from losses, or take the lead in contentious conversations—with the understanding that support is there if they falter. These experiences build confidence, critical thinking, and fulfillment far more than prescriptive feedback ever could.
Tactic: Use your relationships like a skilled hand with a needle—creating “safe stretch zones” where team members are challenged with high-stakes opportunities, yet supported with real-time coaching and a culture that embraces learning from failure.
Strengthen the Thread, Stitch the Quilt
Building wholesome and strategic relationships in claims management is no longer optional—it is essential. As claims and litigation complexity grows and customer expectations rise, your ability to lean on a trusted network, sustain team cohesion, and develop others will define your impact more than any one case outcome.
Start today by reaching out to someone you admire outside your team. During the conversation, commit to exchanging two to three trusted connections you each recommend. Keep the chain going—every new introduction brings fresh ideas, shared goals, and wider support. You will spark a culture of collaboration and become the relationship broker, one connection at a time.
Lovre Brajkovic is a business consultant at Nationwide E&S/Specialty. lovre.brajkovic@nationwide.com