Dan Mitchell (favorite quote: “Say little, do much.”) is the Global Learning Leader for Marsh, based in New York City.
Prior to this role Dan was the Talent, Learning & Diversity Leader for Marsh’s Asia region, based first in Singapore and later in Taipei, Taiwan, and before that was the Asia Insurer Consulting Group Leader, overseeing dispute resolution, insurer consulting agreements, and yield analysis of Marsh’s placements with the largest insurers in Asia.
Dan is a licensed Personal and Commercial General Insurance Broker through the Singapore College of Insurance.
Prior to working at Marsh, Dan held a number of Asia-based consulting and business leadership roles with Mercer, including leading the Mercer region market development function in Southeast Asia.
Dan is a painfully-introverted US Marine Corps veteran, a certified executive coach, an amateur triathlete, a student of Brazilian Jiu Jitsu, a Joe Rogan Experience podcast fan, a bibliophile (of the paper variety) and a lover of all things from Studio Ghibli (Google it!).
More from Dan…
For Dan, he says the way employees are trained and developed is super important.
But often, he sees people going about it all wrong. He explains in more detail:
“Whether it’s people in a leadership role or people in HR in the training function, they see a problem. They say, we’ve got to do something about this.
The CEO is screaming for a solution. Let’s run a workshop where we can bring everyone in for a couple of days, shovel some great information down their throat, cross our fingers, and hope for the best. Because that’s ultimately what you’re doing.
It’s kind of like, you know what, I’m weak. I need to get myself in physical shape. I’m going to go to the gym, I’m going to spend two days in the gym and just burn it, then you say I’m going to walk out a new man or a new woman. No, you’re not, you’re going to walk out having made no progress and likely being injured as a result. Your growth having been stunted because of stupidity and that move.
I’ve always been one to kind of cry out whenever I see that. What I see is a real bad yet often repeated approach to people development is that event-based approach which is just all wrong.”
