2022-11-03 Tricia Griffith.PGR.Progressive CEO Tricia Griffith wants leaders to engage in uncomfortable discussions

2022-11-03 Tricia Griffith.PGR.Progressive CEO Tricia Griffith wants leaders to engage in uncomfortable discussions

On this week’s episode of Fortune’s Leadership Next podcast, co-hosts Alan Murray and Ellen McGirt talk with Tricia Griffith, president and CEO of Progressive, about her rise from the claims department to the C-suite; why the company is in the process of de-risking its property portfolio; and what it takes to diversify a board of directors. They also dig deep into the reasons leaders need to stop avoiding tough talks.
在本周的《财富》下一代领导力播客中，联合主持人艾伦·默里和艾伦·麦吉尔与前进保险公司的总裁兼首席执行官特里西亚·格里菲斯讨论了她的崛起，从索赔部门到C级高管；为什么公司正在对其财产组合进行风险降低；以及多元化董事会需要什么。他们还深入探讨了领导者需要停止回避艰难对话的原因。

Listen to the episode or read the full transcript below. 
请收听本期节目或阅读以下文字稿全文。
Transcript 文字稿

Alan Murray: Leadership Next is powered by the folks at Deloitte, who, like me, are super focused on how CEOs can lead in the context of disruption and evolving societal expectations. Welcome to Leadership Next, the podcast about the changing rules of business leadership.
艾伦·默里：《领导力下一代》由德勤公司提供支持，他们和我们一样，非常专注于CEO如何在颠覆和不断演变的社会期望的背景下进行领导。欢迎收听《领导力下一代》，这是一档关于商业领导规则变化的播客。

I’m Alan Murray and I’m here with my fabulous, fantastic and recovering co-host Ellen McGirt.
我是艾伦-默里（Alan Murray），现在在我身边的是我的搭档艾伦-麦吉特（Ellen McGirt）。

Ellen McGirt:  It’s so good to be back. It is so good to be back with you and it’s so good to not be in the rain. I am not experiencing a storm or any kind of catastrophe right now. So I’m feeling particularly grateful.
艾伦·麦吉尔：很高兴回来。和你再次在一起感觉真好，而且现在没有下雨。我现在没有经历风暴或任何灾难。所以我感到特别感激。

Murray:  I’m glad you’re back because we have one of my favorite CEOs as guest today. Tricia Griffith of Progressive who I know you know well.
默里：很高兴你回来了，因为今天我们有一位我最喜欢的CEO嘉宾。前进保险公司的特里西亚·格里菲斯，我知道你很熟悉她。

Ellen McGirt:  She’s one of my favorites too.
艾伦·麦吉尔：她也是我最喜欢的之一。

Tricia Griffith:  Oh, thank you. I’m so excited to be here.
特里西娅-格里菲斯Oh, thank you.我很高兴能来到这里。

Murray:  Really glad to have you. Tricia, I start with some news. Progressive was very recently named by Fortune one of the top 10 workplaces for women. I know that doesn’t happen by chance. I know it’s something you’ve worked on very hard. Can you talk about why it’s so important to you and what you’ve done to make it happen?
默里：非常高兴有你。特里西亚，我从一些新闻开始。前进保险公司最近被《财富》杂志评为女性最佳工作场所前十名。我知道这不是偶然发生的。我知道这是你非常努力工作的结果。你能谈谈为什么这对你这么重要，以及你做了什么来实现它吗？

Griffith:  Yeah, absolutely. I’m very proud of that honor. And, you know, for me anything around diversity, equity and inclusion has to be really, really intentional. And so years ago, I saw that there were not very many people that looked like me at the top. I grew up in claims, which is much more male-dominated and I was the only [woman] on the claims team for a long time at the highest level and we had to change that. So we put programs into place many, many years ago. We’ve been working on this for probably 15 to 20 years, to make sure we were seeing the women that we knew could be leaders and actually making bets on some women. I mean, the only reason that I sit here as the CEO, is because my predecessor made a bet on me and gave me the head of HR job in 2002 with zero HR experience. I had to use that position of power to make sure we really made a difference in both women, people of color. And that’s been that’s been my platform for most of my leadership life.
格里菲斯：是的，当然。我为这一荣誉感到非常自豪。而且，你知道，对我来说，任何与多元化、公平和包容有关的事情都必须是非常非常有意的。多年前，我发现在高层职位上，像我这样的人并不多。我是在理赔部门长大的，而理赔部门更多的是由男性主导，在很长一段时间里，我是理赔团队中唯一的[女性]高层，我们必须改变这种状况。因此，我们在很多很多年前就制定了相关计划。我们已经为此努力了大概 15 到 20 年，以确保我们能看到那些我们知道可以成为领导者的女性，并真正在一些女性身上下注。我的意思是，我之所以能坐在这里担任首席执行官，是因为我的前任在我身上下了赌注，让我在 2002 年担任人力资源主管，而我在人力资源方面的经验为零。我必须利用这个权力地位，确保我们在女性和有色人种方面真正有所作为。在我的大部分领导生涯中，这就是我的工作平台。

McGirt:  Well, and you have a woman who’s the chair of your board. You have gender parity on your board. I mean, it really seems to have trickled up, trickled down, trickled sideways. I should know this, I suppose, but I’m not aware of another Fortune 500 company that has two women who are leading the company in this way.
麦吉尔特：嗯，你们公司的董事会主席也是一位女性。你们董事会实现了性别平等。我的意思是，这似乎已经从上到下、从下到上、从一边到另一边都渗透了。我想我应该知道这个，但我没有意识到还有另一家财富500强公司以这种方式由两位女性领导公司。

Griffith:  I don’t believe there are in the Fortune 500 And that was another thing that Alan asked that question. It’s not like you can say okay, this is my board. Because a lot of times with boards it’s who you know, and it might be if I’m working with you know, a bunch of white guys or bankers that’s great because you want smart people. I remember when I when I got this role as CEO, I asked the nom [nominating] and governance committee if I could help with starting to recruit because usually they give you someone and oftentimes it is people they know. And so [chairperson of the board] Lawton [W. Fitt] was my partner in making sure we got the board diversity we wanted and so yeah, we have 50/50 women and men and about 13% people of color. I’m really proud of that, because one it’s the right thing to do. Two, the discussions in our boardroom over the last several years as we’ve changed the diversity have been amazing.
格里菲思：我不相信《财富》500 强中有这样的公司，这也是艾伦提出这个问题的另一个原因。你不能说，好吧，这是我的董事会。因为很多时候，董事会就是你认识的人，如果我和一群白人或银行家共事，那很好，因为你需要聪明人。我记得，当我担任首席执行官时，我问提名和治理委员会，我是否可以帮助开始招募人员，因为通常他们会给你一个人，而且往往是他们认识的人。因此，[董事会主席] 劳顿 [W. 菲特] 是我的合作伙伴，他确保我们实现了我们想要的董事会多样性，所以是的，我们的男女比例为 50/50，有色人种约占 13%。我为此感到非常自豪，因为第一，这样做是正确的。第二，在过去的几年里，我们的董事会在改变多样性的过程中所进行的讨论令人惊叹。

Murray:  You’re part of Fortune‘s Most Powerful Women community. There has been steady progress but you’re still talking about 10%, less than 10% of the Fortune 500 with women running the company. Why do you think, from your experience, this has been so difficult to get closer to parity?
穆雷：你是《财富》最有影响力女性社区的一员。虽然取得了稳步进展，但在财富 500 强中，女性管理公司的比例仍然只有 10%，不到 10%。根据你的经验，你认为为什么接近均等如此困难？

Griffith:  I think most CEOs, when they’re thinking about board members, want sitting CEOs and that’s fabulous, but there’s a supply-demand inequality there, so that’s not going to happen. And so I started looking at what are skills I really need. And I also love the difference even ages, in terms of what you know from technology perspective. I have a cyber expert on my board that is from the Navy. She’s a three-star admiral. So, for me, I was looking at really smart people who could add value in something you need to run a company. If you want a woman CEO to sit on your board, there’s only so many of us. People need to be much more open minded. I think about my role as the chief operating officer, which is the role prior to this. I had just as much operational experience and I would have been great at boards. It was like I was this person who no one wanted to dance with until I had the CEO, you know the acronym, after my name. Then all then the calls started, everyone wanted it after that.
格里菲斯：我认为大多数CEO在考虑董事会成员时，都希望是现任CEO，这很棒，但那里存在供需不平衡，所以这不会发生。所以我开始考虑我真正需要什么技能。我也喜欢差异，甚至是年龄方面的差异，因为你从技术角度知道的东西。我的董事会上有一位来自海军的网络安全专家。她是一位三星级海军上将。所以，对我来说，我在寻找真正聪明的人，他们能在你需要经营公司的事情上增加价值。如果你想要一位女性CEO坐在你的董事会上，我们这样的人并不多。人们需要更加开放。我考虑我作为首席运营官的角色，这是这个职位之前的职位。我有同样多的运营经验，我会在董事会上做得很好。就好像我是一个没人想跳舞的人，直到我有了CEO，你知道的缩写，我的名字后面。然后电话就开始了，每个人都想要那个。

McGirt:  That is amazing. I want to dig more into your unusual rise throughout the company because it really is an extraordinary story and particularly your role at HR because it’s so rare to get to the c-suite to CEO spot from HR. But we are in the aftermath of Ian, you know it’s hurricane season, and I thought we should spend a little time talking about what’s happening down in Florida. Six insurers have declared insolvency in Florida. And I’m curious if you could take us inside the situation room and you know what it was like to plan for this event and just how it unfolded.
麦吉尔特：这太神奇了。我想更深入地探讨你在公司中不同寻常的晋升过程，因为这确实是一个非凡的故事，特别是你在人力资源部门的角色，因为从人力资源部门晋升到C级高管再到CEO的位置是非常罕见的。但我们正处于伊恩飓风的余波中，你知道现在是飓风季节，我想我们应该花点时间谈谈佛罗里达的情况。有六家保险公司在佛罗里达宣布破产。我很好奇，如果你能带我们进入情况室，让我们知道规划这个事件的过程是怎样的，以及它是如何展开的。
保险是一个距离现实比较近的业务，稍微离远一点就完蛋了。

Griffith:  You know it’s always devastating and we have a lot of experience with events such as these and first of all, we make sure we take care of our employees. We have actually a system where people check in and say Yes, I’m okay and I don’t need help [or] Yes, I’m okay but I need some help. And we make sure everyone’s safe and sound and then it’s, of course, boots on the ground. And for our employees we send water, we send things that they need, like right now they’re asking for dry shampoo. We send fuel. We have a really well-oiled machine. And then the main thing is making sure we can get ahold of our customers and then you just have to get them back into the position they were before the loss. This is where we shine. I will tell you that you can’t control Mother Nature and I always say all you can control is what happens after. We don’t have a tangible product. We sell trust. So this is really important that we get out there and take care of our customers when they need us mouse.
格里菲斯：首先，我们要确保照顾好我们的员工。实际上，我们有一套系统，员工在系统中登记，然后说 "是的，我没事，不需要帮助"[或 "是的，我没事，但需要帮助"。我们会确保每个人都安然无恙，然后当然就是派人到现场。对于我们的员工，我们会送去水，我们会送去他们需要的东西，比如现在他们需要干洗发水。我们送去燃料。我们有一台运转良好的机器。最重要的是确保我们能联系到客户，然后让他们恢复到损失前的状态。这就是我们的闪光点。我会告诉你，你无法控制大自然，我总是说，你能控制的只是之后发生的事情。我们没有有形的产品。我们卖的是信任。因此，在客户需要我们的时候，我们必须走出去，为他们提供服务，这一点非常重要。

Murray:  But Tricia, are you cutting back the insuring you’re doing in areas that are prone to hurricanes or weather events or even fire events? I mean, how are you thinking about these? What seem to be increasing risks?
默里：但特里西娅，你是否减少了在易受飓风或天气事件甚至火灾事件影响地区的投保？我的意思是，你们是如何考虑这些问题的？哪些风险似乎在增加？

Griffith:  We are trying to, what I would say, de-risk our property portfolio. So we’re relatively new, we bought A.S.I. which is now Progressive Home in 2015 and so we’re just learning sort of the volatility. So yes, we are trying to de-risk and grow in what we would call non-volatile states. That takes a while because people have 12-month policies. So we’ll continue to do that. But it’s in the best interest of everybody that we can actually make money at some point in property and we’ve struggled there this year, which is why we’re going to de-risk and you know, a lot of it is if we found out, as an example, in Florida, that you recently got a new roof that makes a difference because the older the roof is kind of a way of looking at how much damage can happen to a home in times like this.
格里菲斯：我们正在尝试，我会说，降低我们财产组合的风险。所以我们相对较新，我们在2015年购买了A.S.I.，现在叫Progressive Home，所以我们正在学习这种波动性。是的，我们正在尝试降低风险，并在所谓的非波动性州进行增长。这需要一段时间，因为人们有12个月的保单。所以我们将继续这样做。但这符合每个人的最佳利益，我们实际上可以在某个时候在财产保险上赚钱，我们今年在这方面遇到了困难，这就是为什么我们要降低风险，你知道，很多情况下，比如在佛罗里达，如果我们发现你最近换了新屋顶，这会有所不同，因为屋顶越旧，某种程度上是衡量在这种情况下可能对房屋造成多大损害的方式。
PGR的战略把自己困住了，不能承受比较大的波动性，这个弱点巴菲特看的很清楚。

Murray:  And I don’t want to make the mistake of saying that the hurricane that happened in Florida isn’t necessarily the result of climate change. Maybe it is, maybe it isn’t. We don’t really know that. It’s too complicated. But nevertheless, climate change is happening and it does affect risk on things like weather and fire. And it seems to me it presents a problem for your industry because you’ve always done your risk rating based on historical experience. And now we’re talking about something that’s changing in the future. How do you think about that? How are you thinking about climate generally in your business?
默里：我不想说佛罗里达发生的飓风不一定是气候变化造成的。也许是，也许不是。我们真的不知道。这太复杂了。但尽管如此，气候变化正在发生，它确实影响了天气和火灾等风险。在我看来，这给你们的行业带来了一个问题，因为你们总是根据历史经验进行风险评级。而现在我们谈论的是未来正在发生变化的东西。你们是如何考虑的？在你们的业务中，你们一般是如何考虑气候问题的？

Griffith:  We look at a lot of different models that like you said, it used to be history. that is more real time. And we watch what happens out west with the fires and with hurricanes and even tornadoes, sort of in the midsection. And we try to model out what we think our cat load [category or risk load] should be, what we think reinsurance should be. So as an example most home companies with Ian have a retention level and that’s the most they’ll pay out and then the reinsurance kicks in. So we think about it from not just a growth and profitability perspective, but how we can take care of people across the country because, you know, people still need home insurance. And so we think about that all the time and model it with our reinsurers and we have a couple other specific models that we use as we think about our future.
格里菲斯：我们查看了很多不同的模型，正如你所说，过去是历史。现在更多的是实时的。我们观察西部的火灾、飓风甚至龙卷风，以及中部地区的情况。我们尝试模拟出我们认为的巨灾负荷[风险负荷]应该是多少，我们认为再保险应该是多少。所以例如，大多数家庭保险公司在伊恩飓风面前都有一个自留额度，这是他们将支付的最高金额，然后再保险就开始生效。所以我们不仅从增长和盈利能力的角度考虑问题，还要考虑如何照顾全国各地的人们，因为，你知道，人们仍然需要家庭保险。所以我们一直在考虑这个问题，并与我们的再保险公司一起模拟，我们还使用一些特定的模型来考虑我们的未来。

[Music starts] [音乐响起]

Murray:  I’m here with Joe Ucuzoglu, the CEO of Deloitte US, and the sponsor of this podcast for all three of its seasons. Thank you for that.
穆雷：我现在和乔-乌库佐格鲁（Joe Ucuzoglu）在一起，他是德勤美国公司的首席执行官，也是本播客三季的赞助商。谢谢您。

Murray:  Business is facing so many challenges these days, the continued pandemic the battle for talent, supply chain problems, rising inflation, and now on top of all of that war in Europe, how are companies responding to all this disruption?
穆雷：如今，企业面临着诸多挑战：持续的大流行病、人才争夺战、供应链问题、不断上升的通胀率，再加上欧洲战争，企业如何应对所有这些干扰？

Ucuzoglu:  Alan, you’re seeing a remarkable level of optimism in the face of so many very challenges. And by and large, I’d attribute that to a recognition that this is just the new normal, the constant curveballs that will be thrown at us. But at the same time, given how successfully so many of these organizations have navigated through these things over the past couple of years, a growing confidence that we’ll be able to continue to navigate the issues that get thrown at us and grow our businesses. But to do that, we are absolutely seeing a new brand of leadership emerge grounded in resilience, in agility, in a learning mindset. These are the most important leadership attributes in an environment where we should just expect that change and disruption are going to be at a consistently high level of intensity,
乌库佐格鲁：艾伦，面对如此多的挑战，你看到了一种非凡的乐观精神。总的来说，我认为这是因为我们认识到这是一种新常态，我们将不断面临各种挑战。但与此同时，考虑到过去几年中许多组织都成功地渡过了这些难关，我们也越来越有信心，能够继续应对各种问题，实现业务增长。但要做到这一点，我们绝对可以看到一种全新的领导力正在崛起，这种领导力建立在应变能力、灵活性和学习心态的基础之上。在这样一个环境中，我们应该预料到，变化和颠覆将持续保持高强度，而这些正是最重要的领导特质、

Murray:  The problems aren’t going away, Joe, right? You have to manage through them.
穆雷：问题不会消失的，乔，对吗？你必须克服它们。

Ucuzoglu:  I had a CEO say to me recently that if you put together a list of the top 20 risks one week, something big is going to hit the next week and it probably isn’t even on that list. And that’s just a reflection of the number of different phenomena in the world right now and the level of complexity that businesses are managing through.
乌库佐格鲁：最近有一位首席执行官对我说，如果你在一周内列出前 20 大风险，那么下一周就会有大事件发生，而它可能根本不在名单上。这恰恰反映了当前世界上不同现象的数量以及企业管理的复杂程度。

Murray:  Joe, thank you. 穆雷：乔，谢谢你。

Ucuzoglu:  Alan, It’s a real pleasure.
乌库佐格鲁：艾伦，非常荣幸。

[Music ends] [音乐结束]

McGirt:  I want to return to your past, Tricia, because that’s going to get us back to the future of talent in your company and beyond. I like to think about you as being new to the company, being one of the few women who was, you know, tromping out to auto body shops, you’re in claims. You’re seeing the the insurance business from the ground up. Then you end up in HR in 2002 and you told us when you visited us at Fortune Connect, and thank you again for that visit, that you just didn’t think the company was doing things well enough. You weren’t convinced that the metrics were right or the metrics were good at all. And then you drop this one piece that I thought really illuminated what’s happening in corporate life around diversity, is that everyone had been trained not to talk about things that were uncomfortable, which I just thought was fascinating. And I hadn’t really thought about how entrenched that aversion to anything that’s really human and identity was in corporate life. Tell us about all of that and how did you begin to unpack that?
麦吉尔特：我想回到你的过去，特里西亚，因为这将让我们回到你公司乃至更广泛领域的人才未来。我喜欢把你想象成公司的新员工，是少数几个在汽车修理厂奔波的女性之一，你在理赔部门。你从基层开始了解保险业务。然后你在2002年进入人力资源部门，你告诉我们，当你访问我们在《财富》连接时，再次感谢你的访问，你认为公司做得不够好。你不确信那些指标是对的，或者指标根本一点都不好。然后你提到了我认为真正揭示了公司生活中多样性问题的一个观点，那就是每个人都受过训练，不去谈论令人不舒服的事情，我只是觉得这很迷人。我从来没有真正想过，对于任何真正人性化和身份认同的事情，公司生活中的那种厌恶有多根深蒂固。告诉我们所有这些，以及你是如何开始解开这个结的？
对自己很有信心，这种能力很罕见并且是生理性的。
Griffith:  Well, I grew up loving our values and loving our culture. But there were a couple things missing and when I interviewed for the HR role, I said we need some robust diversity and inclusion programs. It used to be when you talked about something that happened you were in the wedge, which meant like, let’s not talk about that. And I thought that was just a travesty, because of course he’s reflecting our lives. And so that was one piece. The other piece was data. We had very little data on culture, engagement, you know, where’s turnover? You know, what were all the things that happen because we’re such a data-driven company, but we needed more. So those were sort of the two platforms that I interviewed on, and that I had the opportunity to actually make a change and start our diversity and inclusion program in earnest.
格里菲斯：我成长在热爱我们的价值观和文化的环境中。但有一些东西缺失，当我面试人力资源角色时，我说我们需要一些强大的多样性和包容性计划。过去，当你谈论发生的事情时，你就会被排除在外，这意味着，让我们不要谈论那个。我认为这简直是一种悲剧，因为当然他反映了我们的生活。所以这是一个方面。另一个方面是数据。我们对文化、参与度、人员流动情况等几乎没有数据。你知道，我们是一个数据驱动型公司，但我们需要更多数据。所以这两个方面是我面试时的两个平台，我有机会真正做出改变，开始我们的多样性和包容性计划。
对数据过度依赖，对人性有些漠视，能不能改回来？选择Griffith是一种进步，但事实已经困在其中。

We started our first couple of employee resource groups when I was in HR. PAN, which is Progressive African-American network, and LGBTQ. And I think what what people really needed was to feel they could be seen as themselves and be themselves and I know for years I wasn’t my total self walking into body shops with a business suit on—you know, I’m 22, I’m just trying to get through the day. But people are so much more comfortable now because we’re so open. We have nine employee resource groups. We talk about diversity, equity and inclusion all the time. We have metrics and goals around it. We never really had goals before. And then I talk openly to the organization. During COVID I did these at home with Tricia videos where I just talked about, you know what was going on in my life, how I was feeling isolated. But then you have the murder of George Floyd. And you can’t have a company that feels comfortable when you don’t talk about things that we all saw, when we visually saw a person getting murdered. How do you not talk about that openly and emotionally? I think people appreciated that vulnerability, that we’re leading through really hard things that are happening outside our walls.
当我们在人力资源部门时，我们开始建立了我们的前几个员工资源小组。PAN，即Progressive非裔美国人网络，以及LGBTQ。我认为人们真正需要的是能够感觉到他们可以被看作是他们自己，成为他们自己，我知道多年来我并没有完全做自己，穿着西装走进修理厂——你知道，我22岁，我只是试图度过每一天。但现在人们感到更加舒适，因为我们如此开放。我们有九个员工资源小组。我们一直在谈论多样性、公平和包容。我们围绕它设定了指标和目标。我们以前从未真正设定过目标。然后我公开地与组织交流。在COVID-19期间，我做了这些在家与特里西亚视频，我只是谈论了发生在我的生活中的事情，我是如何感到孤立的。但随后乔治·弗洛伊德被谋杀了。你不能拥有一个公司，当你不谈论我们都看到的事情时，你会感到舒适，当我们亲眼看到一个人被谋杀时。你怎么能不公开和情感地谈论那件事呢？我认为人们感激这种脆弱性，我们正在领导着我们墙外正在发生的非常艰难的事情。

Murray:  I’m sure they appreciated it. They were probably a little surprised, Tricia, because my guess is that’s not the style of leadership that they or most people were used to. How how did you develop your leadership style? I mean, did you have a mentor? Who did you learn from? Because I think we’re talking about something that’s, tell me if you disagree, that’s probably different than your predecessors of Progressive or your predecessors at most companies.
穆雷：我相信他们会很感激的。他们可能有点惊讶，特里西娅，因为我猜这不是他们或大多数人习惯的领导风格。你是如何形成自己的领导风格的？你有导师吗？跟谁学的？如果你不同意，请告诉我，这可能与你在 Progressive 的前任或大多数公司的前任不同。

Griffith:  It is different, but I think when I go back and think about my history, my parents were very open minded about seeing people, accepting people, embracing people. So I think it really started with my upbringing. And I’ve always been curious about understanding viewpoints of others. In fact, I, I joined in college, the Black action and awareness committee. I didn’t know that I’d be the only white person there. But I tell you, that first meeting, I’m like, Okay, this is how it feels. And so to be able to put yourself in those positions, I think is really important. So I think I’ve always been like that.
格里菲斯：这是不同的，但我认为，当我回过头来思考我的历史时，我的父母在看待他人、接受他人、包容他人方面是非常开放的。因此，我认为这真的是从我的成长经历开始的。我一直对了解他人的观点充满好奇。事实上，我在大学时就加入了黑人行动和意识委员会。我不知道我是那里唯一的白人。但我告诉你，第一次见面时，我就想，好吧，这就是我的感觉。因此，我认为能够设身处地地考虑这些问题真的很重要。所以我觉得我一直都是这样。
成长在一个有安全感的家庭。

I don’t believe I ever talked as openly about the travesties that have happened. I don’t believe I’ve ever talked as openly about the fact that I’m privileged because of the color of my skin. And I got some backlash from that from some employees. And I love that because then you can open the conversation about why I would say that. And I had a great conversation, you know, with a gentleman who said I worked really hard too. And I’m like it’s not about working hard. I grew up in, you know, household of six, two-bedroom house. So this is not about working hard. This is about where we start the race. I’m giving people permission within Progressive to have these courageous conversations. And we always go into it. The only ask I have is assume positive intent, assume all of us are trying to learn on this journey and trying to see from many different vantage points. So I think it was a seed inside me and then, you know, the events of the last couple years have really allowed me to change and grow as a leader.
我相信我从未像现在这样坦率地谈论发生过的悲剧。我相信我从未像现在这样公开谈论过我因为肤色而享有特权的事实。我因此受到了一些员工的反弹。我喜欢这样，因为这样你就可以展开对话，谈谈我为什么会这么说。我和一位先生进行了一次很好的对话，他说我工作也很努力。我就说，这跟努力工作无关。我是在六口之家、两居室的房子里长大的。所以这与努力工作无关。这是关于我们在哪里开始比赛。我允许人们在 Progressive 进行这些勇敢的对话。我们一直都是这样做的。我唯一的要求就是假定我们都有积极的意图，假定我们所有人都想在这个旅程中学习，并试图从许多不同的视角来看待问题。因此，我认为这是我内心的一颗种子，然后，你知道，过去几年发生的事件让我真正改变并成长为一名领导者。

McGirt:  Let’s go back to women in the workplace. The last couple of years, we’ve just seen a mass exodus of women at every level. It’s just been bonkers. A lot of it has to do with childcare duties, but not entirely. How do you think about this going forward? And I’m thinking in particular, of some of the younger women, you’ve got women in call centers, you’ve got women in claims they have an unusual set of burdens. How do you check in with them and make sure that any future CEO in their ranks can be found and developed?
麦克吉特：我们再来谈谈职场女性。过去几年，我们看到各个层面的女性都在大量外流。这简直是疯了。很多原因与育儿职责有关，但也不完全是。你如何看待这种情况？我特别想到了一些年轻女性，比如呼叫中心的女性、索赔部门的女性，她们的负担很不寻常。你们如何与她们沟通，确保在她们的队伍中找到并培养出未来的首席执行官？

Griffith:  I think the key word there is “found” and I think it gets to be more of a challenge now that we’re in either a hybrid or work-from-home work environment. So it’s up to me and my entire leadership team all the way down, to see those people, to create programs, to create what we call moments that matter. So I do presentations all the time. And it could be a group of 20 people. It could be with our network of empowerment of women ERG where I’m talking about initiatives, and I make sure that I have an ongoing list of people that should be seen regardless of where they’re working. I think that flexibility piece is going to be really favorable to women. When I think of myself, I have six children, so as a young mom, I had to take vacation time to get to a parent-teacher conference. That should never happen again. Take your lunch at four o’clock. So I think if we do this right, and I believe we will, it’s going to be really beneficial for women to be able to see that balance that we’re all striving for.
格里菲思：我认为这里的关键词是 "发现"，我认为现在我们处于混合工作或在家工作的环境中，这是一个更大的挑战。因此，我和我的整个领导团队都有责任看到这些人，制定计划，创造我们所说的 "重要时刻"。所以，我经常做演讲。这可能是一个 20 人的小组。也可能是与我们的增强妇女权能 ERG 网络一起，我在那里谈论各种倡议，并确保我有一份持续的人员名单，无论他们在哪里工作，都应该见到他们。我认为，灵活性这一点对女性来说非常有利。想想我自己，我有六个孩子，所以作为一个年轻的母亲，我不得不利用假期时间去参加家长会。这种情况再也不应该发生了。四点钟吃午饭。因此，我认为，如果我们做得对，而且我相信我们会做得对，这将真正有益于女性，让她们能够看到我们都在努力争取的平衡。

Murray:  Tricia we’re in an environment of the worst inflation we’ve seen since the 1970s. Every day somebody else comes out with a new prediction that we’re headed into a recession. How are all those things affecting you and affecting Progressive these days? And what do you see the next couple of years looking like?
默里：特里西娅 我们正处在自上世纪 70 年代以来最严重的通货膨胀环境中。每天都有人发表新的预测，说我们将陷入经济衰退。这些事情对你和 Progressive 最近有什么影响？你认为未来几年会怎样？

Griffith:  From an inflationary perspective, we have seen it very much so in the severity of our accidents. So think of the used car prices, think of new cars and a supply chain of chips, and then all goes downstream. So say you have an accident, it’s going to be more expensive to fix your car. It might take longer because there’s less tax which means there’s more rental car coverage. So our severity trends, even though driving frequency isn’t back up to pre-pandemic level, our severity is huge off the charts, which has caused us to have to raise rates which is, you know, hard to do when everything else is you know, cereal costs more, gas costs more, but we have to do so.
格里菲斯：从通胀的角度来看，我们已经看到了我们的事故严重程度。想想二手车的价格，再想想新车和芯片供应链，一切都会顺流而下。因此，如果你出了事故，修车的成本会更高。修车时间可能更长，因为税费更少，这意味着租车费用更高。因此，我们的严重性趋势是，尽管驾驶频率还没有恢复到大流行前的水平，但我们的严重性已经大大超出了图表，这导致我们不得不提高费率，你知道，当其他一切都很难做到，你知道，谷物成本更高，汽油价格更高，但我们必须这样做。

At Progressive we try to make four cents on the dollar. So we’re not trying to make an egregious amount of profit, but we had to raise rates to make sure that we kept up with that inflation. And then we watch the indicators, you know, Ian will be very telling because it’s really going to, you know, be big for the whole industry. And then as we come out of that, we’re slated to grow, we’re slated to grow right now. We’re very well positioned with our rates. We got out ahead of it. Most of our competitors are now increasing rates so that means shopping and they’re coming to us so we feel bullish about the future. Of course, we’ll watch, you know, signs for a recession, and what that means, but we’re pretty excited about our future. And we’ve been hiring and we’re ready to we’re ready to rock and roll and grow.
在 Progressive 公司，我们努力赚取 4 美分的利润。因此，我们并不是想赚取巨额利润，但我们不得不提高费率，以确保跟上通货膨胀的步伐。然后，我们会观察各项指标，你知道，伊恩会很有说服力，因为这对整个行业来说，真的会很重要。当我们走出困境时，我们计划增长，我们现在就计划增长。我们在费率方面有很好的定位。我们走在了前面。我们的大多数竞争对手现在都在提高费率，所以这意味着购物，他们来找我们，所以我们看好未来。当然，我们也会关注经济衰退的迹象，以及这意味着什么，但我们对未来充满信心。我们一直在招人，我们准备好了，我们准备好了摇滚和成长。

McGirt:  One more philosophical question for you. I know that you are one of the signatories and the authors of the purpose of the corporation, the Business Roundtable. I know that work means a lot to you. And along with the inclusion work, we’re seeing a lot of backlash around ESG and it’s pretty intense, and I know that you follow that closely too. How do you put that into perspective, the kinds of pushback that we’re seeing, particularly at BlackRock? And what do you think that means for the entire conversation around ESG?
麦克吉特：再问你一个哲学问题。我知道您是商业圆桌会议这一公司宗旨的签署人和作者之一。我知道这项工作对你意义重大。在开展包容性工作的同时，我们也看到了很多围绕环境、社会和公司治理的反弹，而且非常激烈，我知道您也密切关注着这一点。你如何看待我们所看到的这些反弹，尤其是贝莱德的反弹？你认为这对整个ESG对话意味着什么？

Griffith:  I hope that CEOs aren’t fearful of talking about it and you know, E and S and G are all so different. And we have goals around each one of those areas. But to me, it’s something and being a signatory of that with the BRT was easy because we already doing that we’ve been working on DEI, for, you know, two decades. So for me it was just, yeah, of course, we would sign this because this is what we’re doing. It’s all about you treat your employees well, and they feel like they can be their whole selves. They feel empowered and valued. That’s going to you know, show with the way they treat our customers. Our customers are going to reward us with loyalty and retention, and then the shareholders win. So to me, it’s a nice virtuous cycle. There’ll be backlash. I think you have to be true to yourself. I think you have to always be cautious about speaking every single day on an event that could happen because it could happen every day. So you have to really pick and choose and have conversations with your employees internally that maybe you don’t necessarily say externally but it’s conversations you’re having ongoing, which I do.
格里菲斯：我希望首席执行官们不要害怕谈论这个问题，要知道，E、S 和 G 都是如此不同。我们在每个领域都有自己的目标。但对我来说，这是件很容易的事，而且成为 BRT 的签字人也很容易，因为我们已经在做这件事了，我们一直在做 DEI，你知道，已经有二十年了。所以对我来说，我们当然会签署，因为这就是我们正在做的事情。这一切都与你善待员工有关，他们会觉得自己可以做完整的自己。他们觉得自己有能力，有价值。这将体现在他们对待客户的方式上。我们的客户会用忠诚度和保留率来回报我们，然后股东就赢了。对我来说，这是一个很好的良性循环。会有反弹的。我认为你必须忠于自己。我认为你必须时刻保持谨慎，不要每天都就可能发生的事件发言，因为它每天都可能发生。因此，你必须真正精挑细选，在内部与员工进行对话，也许你不一定对外说，但这是你正在进行的对话，我就是这样做的。

Murray:  Tricia Griffith, really well put. Thank you for spending some time with us here at Leadership Next great to have you.
默里：特里西娅-格里菲斯，说得真好。谢谢你花时间和我们一起参加 Leadership Next 很高兴有你的参与。

Griffith:  My pleasure. 格里菲斯我的荣幸

Murray: Leadership Next is edited by Nicole Vergalla, written by me, Alan Murray, along with my amazing colleagues, Ellen McGirt and Megan Arnold. Our theme is by Jason Snell. Executive producer is Megan Arnold. Leadership Next is a production of Fortune Media. Leadership Next episodes are produced by Fortune‘s editorial team.
穆雷下一个领导力》由妮可-韦尔加拉（Nicole Vergalla）编辑，由我艾伦-默里（Alan Murray）与我出色的同事艾伦-麦吉特（Ellen McGirt）和梅根-阿诺德（Megan Arnold）共同撰写。我们的主题是 Jason Snell。执行制片人是梅根-阿诺德。Leadership Next》是 Fortune Media 的作品。Leadership Next》由《财富》编辑团队制作。

Joe Ucuzoglu :Pleasure to be here, Alan.
Joe Ucuzoglu :很高兴来到这里，艾伦。

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