Before the journey began, South African Airways (SAA) experienced a technical glitch that delayed our departure. Eventually, we took off — but not without consequence. Mid-flight, I felt a discomforting pain radiating from my left upper arm to my back after prolonged seating. It wasn’t a spinal injury, but serious enough to require medical attention — which took three days for Sanlam Travel Insurance (Santam/TIC) to even acknowledge.
I was travelling for an executive engagement, not leisure. As someone who coaches executives in human flourishing, resilience, and leadership, I didn’t imagine I’d soon become the subject of my own case study in organisational empathy, accountability, and systems thinking.
Delayed responses and the human element
When my request for medical authorisation finally received a response, the delay had already complicated care. The Harvard-trained orthopedic surgeon I consulted overseas had to repeatedly cancel appointments because coverage couldn’t be confirmed. Once I was seen, he recommended an MRI scan, prescribed treatment, and issued a medical report — all documented and submitted.
Yet the insurer’s initial assessment framed my situation as a pre-existing condition, overlooking the psychological and physiological toll of waiting, particularly while abroad. In behavioural science, we call this “empathy asymmetry” — the gap between institutional logic and human experience. For the organisation, three days may appear procedural; for the claimant, it feels like abandonment.
The broader leadership lesson
Leadership isn’t confined to boardrooms; it is tested most when systems meet suffering. Insurance is more than a transaction — it is a psychological contract: “We’ll be there when it matters most.”
Bureaucracy can overshadow responsiveness, revealing a deeper systems flaw: prioritisation of process over people. Micro-delays in communication or service trigger macro-level erosion in trust and brand reputation. In my experience coaching executives, an absence of empathy often masquerades as due process. Behind every policy clause is a person. Behind every claim, a story.
Behavioural science and the cost of delay
Research in behavioural economics shows that delays amplify perceived injustice. Silence is interpreted as rejection. In healthcare or insurance, this creates a disproportionate emotional impact, especially for those in pain or distress.
This was not entitlement; it was expectation alignment. When policyholders follow every procedure — declare incidents, submit evidence — the system owes timely responses, not templated replies. My flight delay, physical strain, and corporate delay merged into a single narrative: the human cost of waiting in systems built for speed.
Why this matters beyond insurance
This is not merely a consumer complaint; it is a leadership case study. Institutions thrive when they balance efficiency with empathy and protocol with perspective. Yet in many service industries — particularly insurance — the operational model rewards compliance over compassion.
Santam’s decision to classify my claim in a way that sidestepped my lived experience raises a vital question:
What does leadership look like when trust is on the line?
Customer experience has become a direct proxy for brand character. Companies are judged by how they respond when people are vulnerable. The irony: I was travelling to speak on accountability, trust, and adaptive systems — life delivered a real-world simulation.
A community reflects
Sharing this on LinkedIn sparked several responses. One from Peter Sandy Maphike, managing director at Bonum Advisory, stood out:
“Santam is no longer the same… I have complained to them about the quality of their service and company structure… in my 24 years in the South African insurance industry…, this is the first time I see Santam so terrible!!! 🤦♂️🤔”
His observation captures a broader theme: the gap between corporate values and behaviour under pressure defines culture. Responses from professionals across industries affirmed this was not an isolated case but a mirror reflecting systemic issues in service design and accountability. Today, customers evaluate both performance and emotional intelligence. Corporate empathy is no longer optional — it is a competitive advantage.
Reframing the narrative
This story is an invitation for leaders, institutions, and regulators to examine how decisions are made, claims processed, and people treated in moments of vulnerability.
Behavioural leadership teaches that accountability without compassion breeds resentment, while compassion without accountability breeds complacency. The sweet spot is where systems are both humane and efficient — where speed and sensitivity coexist.
Santam, and all service institutions, can reimagine the customer recovery journey: respond, communicate, care, and close loops with dignity.
Four reflective takeaways for leaders
- Empathy is a strategic asset – Embed empathy in process design; it prevents crises before they escalate.
- Time is emotional currency – Every delay drains trust; silence sends a silent signal about culture.
- Systems serve people, not themselves – Audit systems under stress to ensure they bridge, not block, human needs.
- Leadership is accountability in action – True leadership begins where excuses end, responding with integrity and speed.
Reflecting on this experience — and Peter Sandy Maphike’s feedback — I am reminded that leadership lessons often arrive uninvited, sometimes 30,000 feet above the ground.
Accountability, like altitude, changes perspective. Perhaps that is the lesson: empathy, responsiveness, and responsibility remain the true measure of any institution — and the soul of its leadership.
