On November 18, 2025, over 160 women and 17 table leaders representing brokers, insurers, and construction leaders gathered for the inaugural IRMI Women in Construction networking event. The event, sponsored by CNA and Jordan Foster Construction, provided an opportunity to connect and discuss the challenges facing women in the construction risk community today. Attendees collaborated with industry leaders to create a safe space to spark honest conversations and practical solutions that reinforced what many risk leaders already know but don't always say out loud. Companies can no longer regard belief systems, relationship capital, and leadership brand as optional or nice to have. They have become key components of risk variables; they are risk variables.
Anchored in the themes of "Beliefs, Bonds, and Brand," the discussion echoed the same leadership terrain explored in The B Words: 13 Words Women Must Navigate for Success, which provided the framework for the discussion points, including the internal narratives women must navigate in systems that were not designed with them in mind—and the organizational risk created when leaders fail to recognize those dynamics.
In The B Words, "Belief" is not framed
as a confidence issue but as a risk variable. When limiting beliefs go unexamined,
whether held by individuals or embedded in leadership norms, they quietly dictate who is
seen as "ready." Who is ready for a promotion, and who is allowed to lead? Over time,
those beliefs shape culture, talent pipelines, and risk exposure far more than any
formal policy.
Beliefs: The Hidden Risk Multiplier
A recurring theme throughout the session was the persistence of limiting beliefs, particularly when women step into new or highly visible roles. Imposter syndrome surfaced repeatedly—not as a personal flaw, but as a predictable response to environments where few leaders "look like you," especially for women of color. Participants articulated a familiar internal negotiation: How do I stay authentic while proving I was a "safe choice"?
From a risk perspective, when capable leaders hesitate to speak, ask questions, or challenge assumptions, organizations lose decision quality. Several participants noted the difficulty of distinguishing between imposter syndrome and legitimate role misalignment—a distinction that, if ignored, can accelerate burnout and attrition.
The leadership takeaway was clear: Admitting what you don't know is not a weakness—it is a control. Organizations that normalize learning curves and psychological safety reduce leadership error rates and improve judgment under pressure. Women are often our own harshest critics—speaking to ourselves in ways we would never talk to a colleague. Left unchecked, those internal narratives become organizational blind spots.
Bonds: Relationship Capital as Risk Mitigation
The second theme, "Bonds," was not framed as casual networking but as strategic career infrastructure. Participants shared concrete examples of how intentional relationships accelerated opportunity, visibility, and resilience during personal and professional disruptions. Many credited the IRMI Construction Risk Conference as a catalyst for finding and building a supportive and powerful business network that serves as a relationship multiplier when approached with purpose.
What stood out was the emphasis on quality over quantity. Women spoke candidly about the pressure to "stay in touch," balanced against limited time and energy. The overwhelming consensus is to join fewer organizations, be more intentional, and protect boundaries. Formal and informal mentorship remains a powerful tool, but only when it is reciprocal and grounded in trust.
From a leadership lens, bonds function as early-warning systems. Strong networks provide real-time feedback, alternative perspectives, and support during inflection points, precisely the conditions that risk leaders rely on to avoid blind-spot failures. As one participant noted, stepping outside one's comfort zone, whether it be sitting with someone new or intentionally seeking out someone to make the introduction, can still be uncomfortable but is essential to forming one's bonded network.
Brand: Authentic Leadership Is a Control, Not a Personality Trait
The final theme, "Brand," moved beyond résumé polish to leadership credibility. Participants described strong leaders as welcoming, empathetic, responsive, and willing to teach rather than be performative. The presence of male allies was frequently cited as a confidence amplifier, particularly leaders who actively created career pathways for women rather than competed for them.
A powerful trend emerged around storytelling. Women acknowledged being judged for telling the truth and also recognized the cost of staying silent. Humility, while admirable, often translates into invisibility. One refrain captured the moment: "The most attractive thing you can wear is confidence."
From a risk standpoint, authenticity reduces friction. Leaders who encourage vulnerability, questions, and transparency create environments where issues surface before they escalate into claims, compliance failures, or talent loss. As emphasized in IRMI's broader leadership discussions, organizations don't fail because leaders lack expertise; they fail because leaders don't feel safe using their voices.
Why this Matters for Risk Leaders
This event reinforced a critical point: Beliefs, bonds, and brand are not women's issues; they are enterprise risk factors. Limiting beliefs suppress leadership capacity, and weak networks isolate decision-makers. Inauthentic leadership creates environments where women are invited but are not necessarily welcome. It can be identified through turnover, stagnated careers, and executive team structure.
For construction and insurance leaders navigating talent shortages, safety challenges, and increasing complexity, these dynamics directly affect retention, succession, and risk outcomes. As explored in prior IRMI leadership columns, when women exit or disengage from an industry or opportunities, the cost shows up in lost institutional knowledge, weaker bench strength, and higher operational volatility.
The first IRMI Women in Construction leadership event offered
clarity and opportunity to work on key future initiatives focused on belonging and
equity for everyone. The work ahead is not about fixing women—it is about fixing
belief systems, relationship systems, and leadership decisions, creating empowering
work environments for all. From a risk management standpoint, that may be the most
practical leadership insight of all.
To order a signed copy of The B Words: 13 Words Women Must Navigate for Success, visit www.triciakagerer.com.
Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author's employer or IRMI. Expert Commentary articles and other IRMI Online content do not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.
On November 18, 2025, over 160 women and 17 table leaders representing brokers, insurers, and construction leaders gathered for the inaugural IRMI Women in Construction networking event. The event, sponsored by CNA and Jordan Foster Construction, provided an opportunity to connect and discuss the challenges facing women in the construction risk community today. Attendees collaborated with industry leaders to create a safe space to spark honest conversations and practical solutions that reinforced what many risk leaders already know but don't always say out loud. Companies can no longer regard belief systems, relationship capital, and leadership brand as optional or nice to have. They have become key components of risk variables; they are risk variables.
Anchored in the themes of "Beliefs, Bonds, and Brand," the discussion echoed the same leadership terrain explored in The B Words: 13 Words Women Must Navigate for Success, which provided the framework for the discussion points, including the internal narratives women must navigate in systems that were not designed with them in mind—and the organizational risk created when leaders fail to recognize those dynamics.
In The B Words, "Belief" is not framed as a confidence issue but as a risk variable. When limiting beliefs go unexamined, whether held by individuals or embedded in leadership norms, they quietly dictate who is seen as "ready." Who is ready for a promotion, and who is allowed to lead? Over time, those beliefs shape culture, talent pipelines, and risk exposure far more than any formal policy.
Beliefs: The Hidden Risk Multiplier
A recurring theme throughout the session was the persistence of limiting beliefs, particularly when women step into new or highly visible roles. Imposter syndrome surfaced repeatedly—not as a personal flaw, but as a predictable response to environments where few leaders "look like you," especially for women of color. Participants articulated a familiar internal negotiation: How do I stay authentic while proving I was a "safe choice"?
From a risk perspective, when capable leaders hesitate to speak, ask questions, or challenge assumptions, organizations lose decision quality. Several participants noted the difficulty of distinguishing between imposter syndrome and legitimate role misalignment—a distinction that, if ignored, can accelerate burnout and attrition.
The leadership takeaway was clear: Admitting what you don't know is not a weakness—it is a control. Organizations that normalize learning curves and psychological safety reduce leadership error rates and improve judgment under pressure. Women are often our own harshest critics—speaking to ourselves in ways we would never talk to a colleague. Left unchecked, those internal narratives become organizational blind spots.
Bonds: Relationship Capital as Risk Mitigation
The second theme, "Bonds," was not framed as casual networking but as strategic career infrastructure. Participants shared concrete examples of how intentional relationships accelerated opportunity, visibility, and resilience during personal and professional disruptions. Many credited the IRMI Construction Risk Conference as a catalyst for finding and building a supportive and powerful business network that serves as a relationship multiplier when approached with purpose.
What stood out was the emphasis on quality over quantity. Women spoke candidly about the pressure to "stay in touch," balanced against limited time and energy. The overwhelming consensus is to join fewer organizations, be more intentional, and protect boundaries. Formal and informal mentorship remains a powerful tool, but only when it is reciprocal and grounded in trust.
From a leadership lens, bonds function as early-warning systems. Strong networks provide real-time feedback, alternative perspectives, and support during inflection points, precisely the conditions that risk leaders rely on to avoid blind-spot failures. As one participant noted, stepping outside one's comfort zone, whether it be sitting with someone new or intentionally seeking out someone to make the introduction, can still be uncomfortable but is essential to forming one's bonded network.
Brand: Authentic Leadership Is a Control, Not a Personality Trait
The final theme, "Brand," moved beyond résumé polish to leadership credibility. Participants described strong leaders as welcoming, empathetic, responsive, and willing to teach rather than be performative. The presence of male allies was frequently cited as a confidence amplifier, particularly leaders who actively created career pathways for women rather than competed for them.
A powerful trend emerged around storytelling. Women acknowledged being judged for telling the truth and also recognized the cost of staying silent. Humility, while admirable, often translates into invisibility. One refrain captured the moment: "The most attractive thing you can wear is confidence."
From a risk standpoint, authenticity reduces friction. Leaders who encourage vulnerability, questions, and transparency create environments where issues surface before they escalate into claims, compliance failures, or talent loss. As emphasized in IRMI's broader leadership discussions, organizations don't fail because leaders lack expertise; they fail because leaders don't feel safe using their voices.
Why this Matters for Risk Leaders
This event reinforced a critical point: Beliefs, bonds, and brand are not women's issues; they are enterprise risk factors. Limiting beliefs suppress leadership capacity, and weak networks isolate decision-makers. Inauthentic leadership creates environments where women are invited but are not necessarily welcome. It can be identified through turnover, stagnated careers, and executive team structure.
For construction and insurance leaders navigating talent shortages, safety challenges, and increasing complexity, these dynamics directly affect retention, succession, and risk outcomes. As explored in prior IRMI leadership columns, when women exit or disengage from an industry or opportunities, the cost shows up in lost institutional knowledge, weaker bench strength, and higher operational volatility.
The first IRMI Women in Construction leadership event offered clarity and opportunity to work on key future initiatives focused on belonging and equity for everyone. The work ahead is not about fixing women—it is about fixing belief systems, relationship systems, and leadership decisions, creating empowering work environments for all. From a risk management standpoint, that may be the most practical leadership insight of all.
To order a signed copy of The B Words: 13 Words Women Must Navigate for Success, visit www.triciakagerer.com.
Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author's employer or IRMI. Expert Commentary articles and other IRMI Online content do not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.