Deanna Strable's journey from intern to CEO of Principal Financial Group is inspiring—but may become increasingly rare
Hello and welcome to Modern CEO! I'm Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company. If you received this newsletter from a friend, you can sign up to get it yourself every Monday morning.
As a new crop of summer interns arrive at your company, it's worth considering: Will one of them rise to CEO?
Deanna Strable, who became CEO of Principal Financial Group in January, interned at the company during college. After graduating from Northwestern University, she joined Principal as an actuarial assistant, the start of a 35-year journey that included a stint abroad and senior roles including chief financial officer (CFO) and president and chief operating officer (COO). (Disclosure: Principal is a longtime Inc. advertising and sponsorship partner.)
'People love to ask, 'Why'd you originally come to Principal?' but I think a fundamental question is, 'Why did you stay here for 35 years?'' Strable says of the insurance and benefits company, which last year reported $16.2 billion in revenue, up 18% from 2023. 'It ultimately comes back to the work, the company, and the people.'
From entry-level to executive
The intern-to-CEO path isn't unheard of, especially at family-led companies. Comcast chairman and CEO Brian Roberts, whose father founded the cable company, first interned at its Storecast marketing unit in 1974. J. Patrick Gallagher Jr., CEO of Arthur J. Gallagher and Co., a global insurance brokerage founded by his grandfather, interned at the business in 1972. Some prominent CEOs are 'lifers,' having spent their whole careers at one company. Tricia Griffith, CEO of the insurer Progressive, started as an entry-level claims representative, and Mary Barra, CEO of GM, started at the carmaker as a co-op student.
And while research suggests that CEOs hired from within an organization slightly outperformed external hires during the pandemic, and performed on par with one another before the pandemic, more boards are turning to outsiders to run companies. Spencer Stuart's ' 2024 CEO Transitions ' report found that 44% of all new S&P 1500 CEO appointments last year were external hires, up from 32% in 2023 and the highest rate since 2000, when the executive search firm started tracking the data.
'The CEO role has never been harder or more complex, and I do believe that you really need multiple experiences to be an effective leader in today's world,' says Janice Ellig, CEO of executive search firm Ellig Group. 'I don't want to predict that the intern-to-CEO [trend] is going to decrease, but I'm not sure it's going to increase.'
Many roles, one vision
Ellig says boards and investors want their chief executives to bring a range of relevant experiences to the role. Insiders who get the top job have typically led different departments and excelled in areas that are important to the company. GM's Barra, for example, led manufacturing engineering, global human resources, and global product development—critical divisions at a major automaker with 90,000 employees in the U.S. alone.
Principal's Strable helped build and lead the company's benefits and protection business, which encompasses employee benefits, business owner solutions (life insurance and disability insurance), and nonqualified deferred compensation. As CFO, she worked alongside previous CEO Daniel Houston to develop a growth strategy that included discontinuing the sale of consumer life insurance products and focusing on higher-growth businesses such as retirement and global asset management. As a result, Strable says, she was 'able to hit the ground running,' adding: 'You know the people, you know the products, you know the business, you know the strategy.'
The insider's double-edge sword
Strable, who retains the president title at Principal, counts the familiarity and support of longtime colleagues as a 'plus' of being an internal candidate. But 'where it can be hard is there are times that people just expect that you're comfortable with things the way they are today,' she says. Strable says she encourages the company to 'lean into' its strengths but also evaluate the areas where Principal has not been effective. She strives to find ways to learn from people outside the company. 'I reinforce that with a lot of our leaders, too,' she says. 'You need to have a network of peers outside of the organization, both within and outside the industry.'
At a lunch meeting in New York shortly after she became CEO, Strable reflected on the corporate milestones she's observed throughout her three-decades-plus at Principal. Of note: Some of the first 'graduates' of Principal's on-site daycare center at its Des Moines headquarters, which opened 17 years ago, will soon be eligible for internships at the company. Perhaps one of them might even become CEO someday.
Are you an 'insider' CEO?
Are you a company lifer who has ascended to the CEO role? What unique insights do you possess that outsiders or newcomers don't have? Please send your experiences to me at stephaniemehta@mansueto.com. And while I have your attention, please spread the word that Fast Company's annual Brands That Matter program is extending its deadline to June 6. If your brand excels in making emotional connections, communicating purpose, and maintaining cultural relevance, consider applying via this link.
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