Beyond the Tweet

April 6, 2021 — 0

I’m on Bill’s team

Ever since announcing my decision to step away as American Family Insurance CEO, I’ve gotten a ton of comments from folks inside and outside our organization. It’s been great to hear from so many people.

There’s a common theme in those messages, too. “Wow, the company has really grown during your tenure as CEO.” Or, “It’s been quite a run, I bet you’re proud of how you’re leaving things.” And, “Who would’ve thought when [former American Family Insurance President] Dan Schultz announced that we would be nearly national, that we would be … and so quickly?”

That last one always makes me smile!

It has been a transformational time during the past decade at American Family Insurance. Acquisitions and mergers, advances in technology and data, evolving our agency operations into fewer numbers and larger businesses, and people changes.

To me, that’s been the most dramatic. I think it is safe to say – right now – the American Family Insurance enterprise is attracting, promoting, developing and retaining a workforce that is the envy of many. We have many challenges and obstacles in front of us, but we have a talented group of folks to tackle them.

It’s been fun. It’s been demanding. It’s been rewarding. And, while I appreciate the sentiment and gratitude for my time as CEO, the results are clearly the work of a group who has steered with a mindset of growth and customer satisfaction. The senior leadership team really helped to make it happen.

From my start as CEO, current Enterprise President and CEO-Elect Bill Westrate has been a valuable and trusted member of that team. In more than two decades as an actuary, product leader and senior executive, he’s built solid relationships with our exclusive agency owners that are foundational to the success we see today. And, as our mergers and acquisitions strategies have taken shape, Bill has established a deep knowledge and understanding of each operating company, its business models, customer bases and – most importantly – its people.

Bill is a caring and compassionate leader. He’s actively engaged in the community. And, he respects American Family’s strong history while having a vision for the future. As CEO, I’ve leaned on Bill’s knowledge of our company and understanding of our industry countless times. I’ve trusted his forward-looking vision. Those qualities served our team well, and they’re going to serve him well – not only as CEO, but also as a strong community partner.

I’ve been fortunate to have Bill on our team – and my team. Now, as I look at my next phase – what’s ahead for our organization, for our workforce and our strategy – I realize the roles are reversing.

I’m on Bill’s team.

It’s my turn to help him as he takes the lead. And because of the Executive Progression strategy of the American Family Board of Directors, I pledge to give the same kind of help and support that he and others provided me during my CEO tenure – especially as I was getting started.

As a board, we talked through all the important aspects of CEO succession, with a strong depth of talent across the enterprise being a primary component of that strategy. Our leadership announcement last week was the latest step in that progression. I was lucky enough to have a talented group of folks on my team during my time as CEO … incredible visionaries, strategists and executors. Some have retired (Dan Schultz, Peter Gunder, Kristen Kirkconnell), and some will continue the work in front of us, like Bill, Fabian Fondriest, Telisa Yancy, Jessie Stauffacher and many others.

They’ve created opportunities for us to grow and innovate for our customers, to become a more inclusive and diverse place to work, and to be a true leader in our communities. The good news is, Bill has the same kind of talent on his team – at all levels of our enterprise. Their work will continue to push us forward.

Our foundation as a mutual company is rock-solid, too. Our strategy as a national multiline, multichannel insurance provider is sound. And, our people and commitment to an inclusive and diverse culture will continue to fuel our success. Bill was a member of the team that created this success, and soon, he’ll be leading it.

Our new structure – Bill’s team – is assembled and ready. Soon, Bill will be leading American Family through the next chapters of our success with our new structure – with his team.

March 2, 2021 — 0

Firsts and lasts

Today is the American Family Insurance annual policyholder meeting. I distinctly remember the 2020 annual meeting. We gathered in person – something hard to fathom just 12 months later. No masks. No social distancing. We were monitoring the pandemic at that time, but it hadn’t really impacted us. Yet.

Oh, how things would change.

I’ve shared AmFam’s 2020 story throughout the past year – how we cared for employees, innovated for customers, and continued to support our communities. We responded to an incredible number of named storms, including a historic Midwest derecho. We found our collective voice and acted in response to societal crises, providing $7 million to community partners – supporting those in need, including organizations providing COVID-19 assistance. This was all new territory for our enterprise!

I believe when we look back 10, 20 or 30 years from now, we’ll quickly realize 2020 was a truly remarkable year for American Family Insurance. Yes, it was a year of firsts. Not the first time we’ve stepped up for our customers and each other, but certainly the first time we did so in such dramatic and rapid fashion. Our work – our Herman Wittwer moment – led to the great results we’re announcing today.

This is my last annual meeting as CEO, but it’s not the last time American Family will get to celebrate historic firsts.

We will continue to carry our values – and the lessons of 2020 – with us as we respond to them. We’ll take forced innovation with us – well beyond 2021. Using what we learned, we’ll transition to a new, post-pandemic working environment. That will be another first – and a chance to lead the way!

We’ll transition to new leadership but remain focused on meeting the changing needs of our customers. We’ll continue to provide the best experiences for our people while also becoming more diverse and welcoming to all. We’ll remain a leader in our communities, using our privilege for good as we work to close equity gaps in our society.

We’ve met so many firsts head-on. More are headed our way. Because of what we’ve learned and experienced these past 12 months, American Family Insurance is well positioned for even more change headed our way.

February 5, 2021 — 0

Carrying the lessons of 2020 into 2021

We all want the pandemic behind us. I see what we’re all missing out on daily. I miss seeing family, friends and our people. I want the chance to gather safely – in person – to work, collaborate and learn together. I want to visit the people at each of our operating companies. I’m also ready to go to Summerfest concerts and watch the Brewers play at American Family Field.

I hope we get to do all the things we missed out on in 2020 – and more – again soon. I’m not quite ready to put 2020 in the rearview mirror entirely. Yes, much of last year can remain in the past. But, there are also some elements of 2020 that I want to live on in our country and in our enterprise.

My company showed incredible resilience, outstanding agility, and courageous care for our customers and each other in 2020. And we doubled down on our commitment to social justice and diversity and inclusion. Once we’re rid of COVID-19, we can’t – and won’t – shed the responsibilities we’ve taken on or forget the lessons we learned. It was certainly a year filled with challenges. But, it was also a year dotted with incredible moments of growth and triumph for my company – and for our country.

How about ingenuity and innovation? It goes without saying developing several different and effective COVID-19 vaccines required innovation and agility from our scientific community. However, our entire health care system also rapidly innovated. These are improvements that will likely continue after the pandemic.

American Family Insurance quickly adapted, too, moving 95% of our people to remote working capabilities. The sheer innovation and dedication – especially from our technology teams – was amazing. We quickly learned how to use new tools and how to collaborate and work differently.

We want to keep that forced innovation mindset part of who we are – permanently!

It was a remarkable year in terms of care, too. We saw it on display from front-line and essential workers. They deserve our gratitude and our respect. The care of American Family’s own people echoed that of the rest of the country. Our premium relief was a crucial way to put that care into action for our customers. Amazing claims responses in a year filled with named storms. Customer service delivered every day.

American Family’s people also supported each other and continue to do so. We cared for our communities, too, recording the largest year for employee philanthropic giving and volunteerism.

We must continue to care for each other and our communities throughout the coming year. Let’s continue to emphasize what brings us together and unites us!

Our communities need us. While 2020 produced horrific examples of racial injustice, it also generated huge and diverse crowds demanding change. Companies joined in the conversation – more than ever – including our enterprise. We built upon the foundation we already had set. Expect additional action and investments in diversity, equity and inclusion as American Family move through 2021. This is something more and more people demand from businesses and business leaders.

Our country will continue to face crises in 2021. And, no doubt, companies – including mine – will need to confront new and different challenges, as well as new opportunities. In my final year as CEO, it’s my hope we will use the positive lessons learned in 2020 to embrace the challenges and opportunities in the year ahead.

October 29, 2020 — 0

Closing the gaps of our divide

I was chatting with a friend recently about the upcoming presidential election. The conversation wasn’t about the candidates or their platforms, or who we thought would win the election. It was about the election process, and how our nation, communities and people would reconcile a result in what’s likely to be a divided electorate.

This friend shared a story about the 2016 presidential election. She was at a women’s leadership conference. The attendees were energized by the prospect of being together on election night when our country’s first female president would be elected. This was not about red or blue. It was about a potentially historic event. The conference was filled with hopefulness, energy and pride.

We all know what happened with the polls, the pundits and the media forecasts. The predictions were wrong.

aerial photography road between tree logs

The day after the election, my friend said many of her fellow conference attendees were somber, disappointed and emotional. But they vowed to continue working within our democratic system for positive change. And, they came together to support each other, even though not all of them voted for the same candidate.

Today, we’re dealing with just as much – if not more – trepidation as we did four years ago. We’re seeing more concerns about the electoral process, too – early voting, foreign intervention, cyber-risk and more. These could produce potentially troubling post-election dynamics:

What if one candidate won’t accept the legitimacy of the results?
What if mail-in ballots aren’t counted properly?
What if polling station malfunctions delay results or call them into question, raising the prospect of a contested result or possible legal challenges?

And, we’re talking about post-election dynamics like never before. Certainly, there are a number of legitimate issues that could delay a full and official vote tally. Personally, I’m concerned about the election response and the potential for civil unrest and violence. People and communities could be impacted … if a winner is declared, if no winner is declared, or even if a candidate prematurely claims election victory.

The divide in America has also widened since 2016. Our country feels more unsettled and volatile than at any point in my lifetime. Again, this is not a left or right, or a red or blue issue. It’s a reality we face. And unfortunately, we must face it amid a deadly pandemic, and deepening economic, racial and leadership crises.

As CEO of the American Family Insurance group, I can tell you our organization fully believes in the democratic process. It’s why we designated Election Day as a paid day off, so our people can vote and engage in this important civic process.

Many have already cast absentee ballots or voted early. I encourage you to vote! If you’re planning to vote on Election Day, please take the necessary steps to ensure your health and safety, which includes following proper social distancing protocols as the COVID-19 pandemic continues.

Remember, with high voter turnout expected, increased voting by mail, and potential for a disputed election, it may take days or weeks to finalize results. Let’s support the process. I remain confident in our democratic systems and in this country. I hope you do, too.

But let’s face it … even when the election is eventually called, that divide won’t magically disappear. This is when we need leadership – especially in our local communities. How we act and treat one another in the coming days and weeks is vital. Let’s find ways to bring the hope – not more unrest – to our communities.

No matter what happens as a result of this election – American Family will continue to serve our customers with distinction. We will keep building a diverse and inclusive workforce. And we will live our values – every day.

A CEO of another company told me about one of his employees, who said, “I don’t know if I can work with this person after the election. I really disagree with him politically.” Maybe you’ve thought the same about a co-worker – or cut ties with friends and family members over this election. Even if we disagree – or don’t like the outcome of the election – we must begin to heal. As a nation. In our communities. And yes, at our workplaces.

There IS a full spectrum of views among people – colleagues, family members, friends – and that’s a good thing. It’s more important than ever that we treat each other with respect and close the gaps – not widen the divide – with each other.

October 6, 2020 — 0

Be the hope

It’s been a challenging year. As a CEO, parent, grandparent and citizen, I worry the next few weeks and months could be even tougher.

On top of a pandemic that is not going away, racial injustices that continue to divide our communities and one of the most contentious elections in our lifetimes – it’s easy to become disengaged and disillusioned.

I’ve asked the people at my company to have hope. But more than that, I’m calling on American Family’s employees and agency owners to be the hope that cuts through the despair we may all be feeling.

How will you act to make our communities stronger?

That’s my challenge to our enterprise, but it’s a challenge for all of us. I’d like to hear from you. Share your thoughts and ideas in the comments below about how you’re acting to make our communities stronger. You can tag me in a tweet, too.

American Family’s culture statement commits us to serving as a partner in our communities, striving every day to make them stronger. That’s what we’ve been doing. It’s what we’re doing now. And it’s what we need to focus on in the coming weeks and months.

More importantly, we must continue to act … to come together and do good. There’s plenty of bad weighing us down now. Our communities need us. We need each other.

We can do this, because we’ve been doing this.

When COVID-19 hit, our employees and agency owners donated more than half a million dollars to support relief efforts of nonprofits – all in less than eight days! That’s on top of the $425 million premium relief and tremendous support we’ve provided our customers these past six months. At the time, I called it our ‘Herman Witwer moment,’ and since then, we’ve turned even more moments into a movement.

The pandemic has been hard on our communities. Thanks to nominations from customers, employees, agency owners and others, our Community of Dreamers program remains strong. It’s making an impact across the country – including at Big Brothers Big Sisters of the Black Hills, which was able to continue programming and offer more online options to families.

Most recently, we’ve assisted customers and communities in the Midwest following a devastating derecho, in the West as wildfires ravaged multiple states and in the South where an active hurricane season is wreaking havoc. Our enterprise and our people are stepping in and stepping up in all these places – not just because it’s our job, but because these are our neighbors, friends and family.

While a new school year added stress to the working parents of our enterprise, our people responded, too, offering ongoing tutoring to the children of our employees. Their empathy reflects our culture. It mirrors the work to close equity gaps in virtual learning that we’re leading in Madison and Milwaukee.

The challenge behind closing equity gaps requires a comprehensive approach. It includes all facets of our enterprise to work together to tackle difficult and complex issues – while working closely with our communities. It requires allyship and a commitment to increasing the racial/ethnic diversity of our teams. Our communities need leaders like Telisa Yancy to speak out – like she did recently with the Wall St. Journal – and share their perspectives and experiences with the world.

Our communities have been woven into the fabric of our DNA for more than 93 years. As we move through difficult times in our country, the impact we have in those communities is often amplified. That makes me proud. I hope it has a similar effect on you.

I know that – together – we can be the hope that’s so desperately needed right now. We can be the positivity that might be eluding an individual, a family, a community or a demographic. And that kind of hope is something that’s always worthwhile.

August 12, 2020 — 0

It’s the right time

“What keeps you up at night?”

That’s a common question from my more than nine years as CEO. While I have multiple accountabilities, I believe my most important job – and the one that’s likely cost me the most sleep – is ensuring my organization has the right talent.

I believe it’s the most important role of any Fortune 500 CEO.

That’s why as CEO of American Family Insurance, I’m heavily involved in diversity, inclusion, leadership development, employee engagement and succession planning. I’ve always wanted direct involvement in how and who we hire, develop and rotate across our enterprise.

I’ve also worked with American Family’s Board of Directors on my own succession as CEO. Nearly two years ago, I shared my intentions with them – that I would step away from the CEO role in January 2022. Today, I’m making those intentions known publicly.

But succession planning is about more than who replaces me. It’s a highly intentional leadership progression program we’ve grown during my time as CEO. We’ve built a depth of talent across the American Family leadership group in preparation for my departure and anticipated retirements of other senior-level executives.

In the past two years, we’ve rotated several folks into different leadership roles across the enterprise. We’ve also had more leaders engaged in major strategic initiatives, leading acquisitions, and presenting to our Board of Directors. This is vital to our growth and long-term success. It’s convinced me we have tremendous leaders and an outstanding successor for the CEO role.

So, during our meeting last week, I worked with our Board to set Dec. 31, 2021, as my final day as CEO. I will continue as Chair and CEO throughout 2021. The Board named Bill Westrate as CEO-Elect, effective Jan. 1, 2021, with the plan that he will become Enterprise CEO on Jan. 1, 2022. I will continue to serve as Board Chair in 2022 and beyond, working with Bill to create an orderly transition and continue our momentum as an organization.

As CEO-Elect, Bill will also transition into leadership roles inside our industry, including with the National Association of Mutual Insurance Companies and the American Property Casualty Insurance Association and continue as a board member of the Insurance Institute for Highway Safety.

As Enterprise President, Bill already has enterprise-wide oversight at American Family. He’s actively engaged in the strategy and operations of each operating company. He also has exceptional relationships with our exclusive agency owners – something he’s built in more than 22 years as an actuary, product leader and senior executive with our company.

This is the right time for me to step back. I’m a recent grandfather with three married children and youngest son in college. I have an amazing wife, best friend and partner in Sarah. I want to spend more time with her, travel and show my appreciation for all she’s done to support my career.

This is also the right time for our enterprise. We have outstanding leaders ready for more opportunity and more responsibility. And the overlap of leadership – something common, especially in the insurance industry – is the right way to do it.

I’m incredibly proud of my more than 35 years with American Family – and to have served as Chair and CEO for as long as I have. I’ll gladly talk about our progress and transformation as an enterprise. But I’m also proud of our next generation of leaders and excited for where they will take us.

If you know anything about me, you know I won’t be a part-time CEO for the next 17 months, either. I’ll be actively engaged in our strategy, continuing to use my voice on diversity, equity, and inclusion topics, and supporting Bill and many others in our leadership progression.

In the meantime, there’s plenty of work ahead, and I’m excited for it. I’m also confident – and losing less sleep these days – knowing we have the talent in place to do that work.

July 28, 2020 — 0

Our strategy IS our movement

True change over the long term must be engrained in our strategy.

As the American Family Insurance senior leadership team finalizes our company’s latest strategic plan, I’ve thought about this phrase often. I want our strategy to drive business results that provide products and services our customers want. I also want that same strategy to provide opportunities for our people, and serve the communities where we live and work.

I’ve spent a lot of time researching, speaking to and analyzing recent events related to police brutality, the pandemic and its effects on minority groups, the impending election, and the national divide on things as seemingly simple as wearing a mask. It’s abundantly clear: American Family Insurance must think even more deeply about our strategy and our role enacting change in our world.

Yes, it feels good helping our communities. But it’s also imperative to the long-term success of our business. We must do more.

I’ve spoken to various audiences about four crises plaguing our nation: health, economic, race and leadership. Each would command significant attention on its own, let alone tackling them simultaneously. The focus placed on each is important now because the people they impact demand action and won’t rest until they see results.

This is our reality. For American Family, these are our customers. They are our neighbors. Helping find solutions to societal crises affecting them is not separate from our work or mission. It is core to our business strategy.

The thing is, my company is ready for this. Several years ago, we began assembling the talent needed to differentiate our organization. We created a more diverse and inclusive workplace. We improved our benefits. We strengthened our culture.

We’ve done these things not just because we want the best talent, to treat people well, and to do what’s right. We’ve done them because they’re good for business. Our talent and inclusive excellence work set us apart. They make us a better place to work. And they make us stronger partners in solving problems for our customers, and in tackling issues facing our society.

The ideals of equity, diversity and inclusivity are embedded into our values, philanthropy and now our strategy. So, when moments like George Floyd, Breonna Taylor, Ahmaud Arbery, Amy Cooper, Heather Heyer and others happen – we immediately engage. We react to these moments – not to grab a headline – but because we’re called to lead in a movement important to our customers, our people and our communities.

Other companies struggle to engage in societal issues because it’s not been embedded in their strategies. Support fades when the moment passes. Ours will not.

One CEO recently asked me – somewhat negatively – “How much time do you spend on inclusive excellence?” I was taken aback and asked my own follow-up question: “How much time do you spend on strategy?”

To some CEOs, strategy may be synonymous with profit and loss, expense ratios and revenue growth. I’d argue it’s just as important to plan for, act and measure work around inclusive excellence, equity and societal issues like we do traditional business metrics.

This is our strategy because it syncs with traditional business results.

Diverse Americans drive 100% of our country’s population growth, while influencing the buying attitudes of the non-diverse. They represent $3.5 trillion in spending power. As an organization, we can’t (and won’t) ignore issues important to them – ones affecting our country now. We can’t sit this one out and “stick to insurance” while customers take their buying power and influence elsewhere.

Our country is hurting. Unfortunately, moments like this were squandered before. What’s different now? There’s a groundswell for business to lead – to act – now.

I’m confident American Family’s strategy – one connected directly to this work and led by our talented and passionate people – will help us turn this moment into a movement. And it will set us up for sustained success for decades to come.

Moments pass. When they become a movement, the momentum won’t be stopped. This time, we simply won’t let it.

June 2, 2020 — 0

Turning anger into action

“If you’re not angry, you’re not paying attention, don’t care, think it’s OK, or have been desensitized.” That’s how Tyler Whipple, my colleague and American Family’s inclusive excellence vice president, described what’s happening – again – in places like Minneapolis, New York City and Georgia.

We keep seeing more examples of a broken society, fueled by a variety of factors but all connected by inherent bias and systemic racism. The latest came a week ago with the death of George Floyd in Minneapolis, which sparked nationwide – and even global – protests.

Tyler is right. It’s wrong. We should pay attention to these events, care about what’s happening … and we should be angry – all of us.

This is also happening as a global pandemic ravages our country, and further exposes cracks in the structures that keep our communities safe, healthy and connected. The longer it goes on, the more we see which structures are strong and which are not.

People of color struggle disproportionately during this pandemic because many of our structures are under heavy pressure. In Wisconsin, the U.S. Census Bureau reports African Americans make up 6.7% of our population, but account for 21% of the COVID-19 cases and 29% of deaths statewide. That’s higher than the national number of 21.9%.

Communities of color have long struggled with food insecurity. Minority workers hold a disproportionate percentage of jobs with low wages and without medical benefits. Adding to that are stress from racial discrimination and other sources tied to heart disease, hypertension and obesity.

Unfortunately, these issues existed before COVID-19. Our crumbling structures expose them even more. “COVID-19 is merely preying upon systems and communities and ethnic groups that are already weakened by systemic oppression,” my friend, the Rev. Alex Gee, said recently.

It’s time to do something. It’s past time.

Identifying and solving the root causes of the suffering caused by these (and other) societal inequities is complex. It requires courage, compassion, innovation, honesty and accountability. I believe it also requires people of privilege – white people – to stand up for and stand with our communities like we never have before.

I believe businesses must stand up, too.

At American Family, we want the best talent, the best benefits and the best company culture. We also want strong communities that equitably serve everyone. All these things are rooted in our strategy. They show we are absolutely committed to tackling the kinds of problems weighing our communities down today – because it’s good for our communities AND good for business.

It’s our job to help fix the cracks in these structures that have been deepening – and are even more exposed because of this pandemic and ongoing racial injustices. We’ve started this work already, creating the American Family Insurance Institute for Corporate and Social Impact, signing the CEO Action for Diversity and Inclusion Pledge, committing to inclusive excellence, hiring diverse talent and impacting our communities.

We can and will do more. We will use our talent as advocates in areas with structural failures that need fixing. This kind of work is hard. It requires leadership, strong partnerships and many voices. American Family is well equipped to do this work. We have diverse, committed and passionate leaders ready to jump in. This isn’t something I will pursue alone, either. I want us all to turn our anger into action.

From large corporations to small non-profits, to community groups and government agencies – we’re ready to partner with those who share this feeling of urgency. We will focus specifically on areas which disproportionately affect individuals of color, women, and marginalized communities.

In the coming months, we’ll share more about this work and the specific issues we want to address and positions we plan to take – publicly.

As I tweeted recently, I’m privileged. I have a voice. I want to use it for good.

We all have a voice. It’s time to speak up and act.

May 11, 2020 — 0

In our new normal, we still need normalcy

We got a call from my daughter a few weeks ago. “The baby is here! It’s a blessing!” And just like that, I became a grandpa.

The day Sarah and I – and our whole family – had been waiting for had arrived. We helped our daughter and son-in-law bring young Hayden home from the hospital. It’s a pretty remarkable story. And my daughter was right. Hayden is a tremendous blessing considering everything that’s happening in our world.

Hayden brings our whole family joy. But unfortunately – due to the pandemic – not everyone in our family has met her or shared in the personal moments with this newborn. In many ways, my daughter and her new family must go it alone. We navigate with facial masks, physical distancing and extended Zoom calls. It’s a sad but true reality of the world today.

We got another call that same week – it was a day we had dreaded. My middle son told us his new wife’s mother, Karen, had passed away. Her eight-month battle with pancreatic cancer was over. We’d moved their wedding day up last summer – unsure how long Karen would be with us. My son said, “Dad, it’s really sad, but really a blessing.”

There was no funeral. No trip to Iowa to hug and comfort them and shed tears together. Again, there were long Zoom calls, but… these two blessings came in different forms in the same week. One very happy and joyous, the other – very sad.

I know some of our agency owners and employees have had babies recently, too. Some have gotten married. Others are preparing for high school and college graduations. Celebrating birthdays. Marking anniversaries. And yes, mourning the loss of friends and family.

Life keeps moving in a pandemic. Each of us has our own version of what COVID-19 has provided – and taken away. This is the new normal that’s more personal. It’s mixed in with all the changes affecting our work, our customers and our communities.

It’s an ongoing see-saw, really, that will likely continue. We can’t expect things to return to what they were, much less expect things to be normal.

This juxtaposition we’re facing is a terrific reminder about what’s important in life. Yes, we’re reimagining normal in a chaotic world, but we still need normalcy. We can still marvel at the blessings we have, even if we can’t marvel at them exactly like before.

Maybe you couldn’t physically be with your mom yesterday for Mother’s Day – so you shared a FaceTime call with her or had a family Zoom gathering. Or your high school senior is about to graduate – virtually – so you’re cheering his or her accomplishments on social media. Or perhaps a long-time team member is about to mark a milestone anniversary – so your team is planning a virtual happy hour to celebrate.

We should still celebrate!

Cheer. Smile. Laugh. Be amazed. Yes, cry and mourn, too. I’ve done all these things – just differently now. But I’ve still done them, and I know many of you have, too.

We must keep our perspective on what’s important. I know I’m celebrating my new role as a grandpa – just differently than I might have thought possible a few months ago. No, we can’t do the things that bring us joy exactly like we did before. But we can try to find ways to still do them.

We can – and should – try to find normalcy amidst our new normal.

April 6, 2020 — 0

Our Herman Wittwer moment

I needed a little perspective.

Recently, I took a break from the sadness and chaos of everything happening around us. I picked up Dare to Dream, a terrific book about the story of Herman Wittwer, the founder of my company.

If you haven’t heard it, bear with me.

As a struggling insurance agent, Herman had a dream. It was 1927, and he wanted to offer a different kind of insurance product. He didn’t think it was right that Wisconsin farmers were paying the same for auto insurance when they weren’t driving as much, especially during rough winters.

Herman believed they deserved better. That same year, he formed Farmers Mutual Automobile Insurance Company. (We could become American Family Mutual Insurance Company in the early 1960s.)

It was his dream – one that’s lasted 92-plus years and that’s been reaffirmed by so many who followed in his footsteps at Farmers Mutual (and eventually American Family Insurance).

Herman’s story – my company’s story – was the perspective I needed. Because we’re living in unfair times once again.

The COVID-19 pandemic has left a path of devastation across our planet. Many are suffering personally, financially and physically. Shelter-in-place orders and other social distancing also means folks are driving less. American Family-brand data illustrates our customers are not driving as much. As a result, we believe they’ve overpaid in their premiums. It’s our duty to return that premium, because it belongs to them.

I believe this outbreak will define a generation. And, how we treat our customers, communities and each other – right now – will have a lasting impact on who we are for the next 92 years – and beyond.

This is our Herman Wittwer moment.

So today, we announced plans to return approximately $200 million to American Family Insurance auto insurance customers. We will send one-time payments of $50 per vehicle to customers who have American Family-brand personal lines auto policies. (You can read more about this on our website.)

This resonates with me because of American Family’s values, especially trustworthiness: We operate with integrity in all that we do. I believe this further illustrates that integrity … and why we are the most trusted and valued customer-driven insurance company.

While these are uncertain times, American Family remains financially strong. That strength is something our customers have counted on ever since Herman realized his dream so long ago. It’s why our customers know they can count on us to deliver on our promise when they need us most – and to do right by them.

I believe we’re providing meaningful and direct help – now – with this premium relief, and through the more than $6.8 million COVID-19 pandemic relief announced last week, from our entire group of companies and foundations.

These actions reflect our values. They further demonstrate American Family’s support for our customers and communities. They’re also a real-time example of how we’re innovating and disrupting the industry – something Herman was pretty good at, too. I want our actions to set the tone in our industry. I hope other insurers give back in similar ways.

It’s the right thing to do. And, I know Herman would approve.

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