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Risk Management Professionals Must Break the Criticism Cycle

Brenda Powell Wells | April 10, 2026

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Over the years of writing for IRMI, I have tried to cover a variety of student-related topics to keep you informed about what is happening in risk management and insurance (RMI) higher education. Today, I'm going to revisit a favorite topic of mine, and that is generation trashing—finding fault with and insulting generations other than your own.

For over 35 years, a predictable ritual has played out in the boardrooms and cubicles of the RMI industry. It's a cycle as reliable as the hard and soft market swings: The established guard looks at the incoming cohort and shakes its head in collective disapproval.

The complaints are a "greatest hits" album of generational friction. "They expect too much too soon." "They lack a work ethic." "They aren't team players." "They're selfish." If these grievances sound familiar, it's because they are. These are the exact same criticisms leveled against baby boomers in the 70s, Generation X in the 90s (I remember this well!), and millennials in the 2010s.

Now, as Generation Z enters the fray, the cycle repeats. But in an industry built on the cold, hard calculation of risk and the mitigation of uncertainty, this "generational trashing" is more than just an annoyance—it's a strategic failure. To improve workplace morale, foster harmony, and ensure the longevity of the profession, we must stop bashing the "new" and start leveraging the "different."

The "Juvenoia" Trap

Sociologists have a term for the recurring fear that the younger generation is somehow inferior to the ones that preceded it: juvenoia. Research suggests that every generation, as it ages, tends to forget its own youthful defiance and projects its anxieties onto the newcomers.

A 2019 study found that adults tend to see a decline in today's youth specifically in areas where they themselves excel. 1 If a senior underwriter is highly disciplined, they will perceive younger staff as lacking discipline—even if objective data doesn't support it. However, this bias creates a toxic feedback loop. When we trash the next generation, we aren't making a factual observation; we are succumbing to a psychological blind spot.

The Real Risk: Eroding Morale and Retention

In the RMI sector, our greatest asset is intellectual capital. When senior professionals dismiss younger colleagues as "unfocused" or "entitled," they aren't just venting, they are actively damaging the firm's culture.

  • Destruction of psychological safety. Innovation in risk assessment requires "psychological safety"—the belief that one can speak up without being humiliated. If a young analyst feels their generation is viewed as a punchline, they will stop sharing insights.
  • The talent drain. The insurance industry is currently facing a massive talent gap (which is nothing new—it's been happening for years). With the "graying" of the workforce and impending retirements, bashing the very people meant to fill vacant roles is a recipe for an existential crisis. If the environment is hostile or dismissive, the best and brightest will simply take their talents to a different organization, or worse, a different industry altogether.

Redefining the "Faults" as Strengths

The unique traits of newer generations are often just modern adaptations to a changing world. By flipping the script, we can see how these "complaints" are actually assets.

The Old Complaint The New Reality The Benefit to the Firm
"They expect too much." They value transparency and clear career mapping. Drives organizational efficiency and better goal-setting.
"They don't want to work." They prioritize "work-life integration" over "work-life balance." Reduces burnout and long-term disability claims.
"They aren't team players." They prefer collaborative, flat hierarchies over silos. Breaks down departmental barriers in complex risk scenarios.
"They aren't focused." They are digital natives capable of rapid context-switching. Essential for managing the high-velocity data of modern insurance.

The Power of Cognitive Diversity

RMI thrives on diversity of thought. A team composed entirely of people who think, act, and work the same way is prone to groupthink—the ultimate risk.

Newer generations bring a "fresh pair of eyes" that is vital for identifying emerging risks like artificial intelligence ethics, climate-related liability, and cyber warfare. They don't see things the way a 35-year veteran does, and that is exactly why they are valuable. Respecting these differences creates a "multigenerational cognitive surplus" where the wisdom of experience meets the agility of the digital age.

Moving Toward Harmony: A Call to Action

To break the cycle of trashing, we must shift from a culture of judgment to a culture of curiosity.

  • Practice reverse mentoring. Don't just mentor the youth; let them mentor you. Allow a Generation Z colleague to explain new communication tools or social trends. It builds mutual respect and levels the playing field. My personal belief is that everyone over 40 needs a mentor who is under 40.
  • Focus on outcomes, not optics. Does it matter if a young professional works from a coffee shop if their risk report is flawless? Judge the work, not the "way" it was done. Sure, there's a time and a place for the office, but as long as the work gets done, do we care if it happens 9-to-5 sitting behind a desk?
  • Acknowledge the historical mirror. Next time you're tempted to complain about a "selfish" newcomer, remember what was said about your generation 30 years ago. It's really just the same script recycled over and over again.

Conclusion

Respecting each generation for its unique contributions isn't just about being "polite." In the world of risk and insurance, it is a business imperative. Harmony in the workplace leads to better retention, more accurate risk assessments, and a more resilient industry.

The next generation isn't "worse"—they are just responding to a different world than the one we entered. By stopping the bashing and embracing the change, we ensure that the profession remains as vibrant and vital for the next 35 years as it has been for the last.

References

2025 Gen Z and Millennial Survey: Growth and the Pursuit of Money, Meaning, and Well-Being, Deloitte, 2025.

Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, Harvard Business School, November 20, 2018.

Generational Shifts in the Insurance Workforce: Strategies for Attraction and Retention, The Institutes, Risk and Insurance Knowledge Group, 2021.

Occupational Outlook Handbook: Insurance Underwriters, US Bureau of Labor Statistics, US Department of Labor, August 28, 2025.

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Footnotes

1 John Protzko and Jonathan W. Schooler, "Kids These Days: Why the Youth of Today Seem Lacking," Science Advances, October 16, 2019.