Independent agents know this industry moves fast. Technology evolves, client expectations rise and staffing models shift. But one thing remains constant: your team’s ability to grow determines your agency’s ability to grow.

The challenge for managers is no longer whether to invest in employee development, but how to do it in a way that matches the work each person is naturally built to do. More agencies are embracing a powerful truth: People thrive when their work aligns with their natural strengths — and every role in an agency is honorable, valuable and essential.

Strengths-based development isn’t about pushing everyone toward technical insurance roles or management. It’s about helping people grow in ways that energize them, honor their talent and elevate the agency’s overall performance.

Why should professional development be aligned with individual strengths rather than job titles or tenure?

Traditional development paths often assume that the next step must be more technical, more complex or more managerial. But that approach overlooks the reality that people contribute in different yet equally important ways.

Strengths-based philosophies flip that script. Instead of asking, “What role should this person grow into?” Managers should ask: “What type of work does this person naturally excel at, and how can we build their development around that?”

Tools like CliftonStrengths, Kolbe A Index, Working Genius and DiSC help reveal these natural tendencies:

• CliftonStrengths highlights a person’s instinctive ways of thinking and building relationships. For example, some people naturally take charge, some bring harmony to groups and others excel at deep thinking or quick decision-making.
• Kolbe A Index identifies how someone instinctively starts and completes tasks. This includes understanding whether they prefer detailed research, structured systems, fast experimentation or hands-on problem-solving.
• Working Genius shows which stages of work energize a person. Some people shine when brainstorming new ideas, others when evaluating them, others when launching action and others when supporting implementation.
• DiSC measures different dimensions of an individual's personality, such as how they respond to challenges, influence others, prefer a certain pace and respond to rules. Assessments are provided without judgement to value and are meant to be a tool for conversation.

By understanding these patterns, managers can assign work that feels natural rather than forced.

For example:

• Someone who loves thinking creatively and solving puzzles might enjoy fixing process bottlenecks.
• Someone who is naturally careful and steady may thrive in compliance-heavy or renewal workflows.
• Someone who enjoys organizing tasks and creating order may excel in systemizing agency processes.

When talent and work align, engagement rises dramatically — and so does retention.

How can managers uncover each employee’s unique strengths?

Start with tools, but don’t stop there.

Assessments give language to a person’s natural wiring, but the real insight comes from conversation.

Here’s a simple three-step discussion every manager can use:

1. What type of work energizes you the most during the week? Look for tasks they lean toward without being asked.
2. Tell me about a recent win. What made that work feel so natural? This highlights instinctive strengths in action.
3. What tasks drain you, even if you’re good at them? This helps avoid burnout and misaligned responsibilities.

A strengths-based conversation exposes patterns quickly.

One agency leader shared, “Once we realized our account manager was naturally empathetic and great at calming clients, we shifted her into a client experience role. She became happier, and our clients did too.”

This is the essence of understanding the work someone is wired for, not the work we assume they should be doing.

What does strengths-based professional development look like in practice?

Here are three real-world examples that show how development expands outward and not just upward.

Example 1: The Emerging Leader

Natural wiring: enjoys connecting with people, motivating others and stepping into the spotlight.

Development ideas:

• Lead meetings.
• Coach new team members.
• Represent the agency at events.
• Take leadership or communication courses.

Example 2: The Process Builder

Natural wiring: loves order, logic, structure and improving workflows.

Development ideas:

• Own a tech rollout.
• Build SOPs.
• Become the automation or systems specialist.

Example 3: The Relationship Anchor

Natural wiring: thrives on helping, listening and building trust.

Development ideas:

• Take on escalated client relationships.
• Mentor new hires.
• Lead client experience initiatives.

A strengths-based agency recognizes that success doesn’t require everyone to be highly technical or managerial. Every role is noble. Every contribution matters. People grow when their work fits who they are.

How do we build professional development into everyday operations?

You don’t need a corporate learning department. You just need consistent habits.

1. Monthly Strengths Check-Ins: Ask questions that help shape work around natural abilities.

2. Cross-Training Based on Interests: Let people try roles or projects that match their strengths, not just department needs.

3. Customized Learning Plans: Offer training that fits each person’s natural wiring, such as:

• Tech and automation courses for fast experimenters.
• Technical mastery for detail-oriented thinkers.
• Relationship and communication workshops for client-focused employees.

4. Strengths-Based Team Meetings: Celebrate how strengths showed up in real work situations.

What role does career pathing play in strengths-based development?

Career pathing becomes flexible and personalized, not a one-size-fits-all hierarchy.

Modern agencies now offer:

• Dual career paths: Leadership and deep technical expertise.
• Specialist roles: Renewal expert, digital operations, claims liaison, client experience.
• Project-based leadership: For those who want influence without managing people.

When people see multiple ways to grow, retention becomes much easier.

What if someone’s interests change over time?

Let them. Strengths tend to stay steady, but interests can shift as the agency evolves. Someone may develop a passion for training, tech, marketing or new-client onboarding.

The manager’s job is to listen, notice emerging strengths and offer new opportunities. In a strengths-based culture, this adaptability isn’t disruptive — it’s healthy.

Final Thoughts

A strengths-based approach honors every contribution inside an agency, from the person who builds procedures to the one who builds relationships.

For agencies looking to adopt a smart development playbook, the approach is simple:

1. Understand the work each person is wired for.
2. Align development with natural strengths — not job titles.
3. Celebrate the nobility of every role in the agency.

When people grow in ways that feel natural and meaningful, the whole agency becomes stronger — and the results follow.

If you’re interested in learning more, here are some of my favorite books that expand on these concepts:

• “First, Break All the Rules,” by Marcus Buckingham and Curt Coffman
• “The 6 Types of Working Genius,” by Patrick Lencioni
• “Radical Candor,” by Kim Scott