Issues of Interest
Please click on a link for more details.
Winter 2026 Exclusivefocus
Six Strategies to Improve Social Media for Insurance Agents — Michael Garofalo
In this article, Michael Garofalo outlines a clear, disciplined approach to social media that moves beyond sporadic posting and toward measurable business value. He emphasizes that effective social media starts with strategy—defining goals, understanding target audiences, and choosing the right platforms—before tools or tactics ever come into play. From Facebook and LinkedIn to Google Business Profile, Garofalo explains how agents can focus their efforts where they matter most.
Garofalo also stresses the importance of consistency and efficiency. He walks readers through building a practical content calendar, using social media management tools, and pre-scheduling posts to maintain steady visibility without overwhelming day-to-day operations. The article highlights a balanced content mix that prioritizes education and community engagement while keeping promotional messaging in check.
Finally, the piece underscores the value of tracking performance and staying compliant. By monitoring key metrics, responding to online mentions, and maintaining regulatory standards, agents can strengthen credibility and trust. Garofalo concludes by noting that once a strong organic presence is established, paid social advertising can be a useful next step for targeted growth—especially when paired with ongoing testing and refinement.
How to Hire Effectively in a Job-Hugging Market — Alaina Sims
In this article, Alaina Sims explores the shift from the “Great Resignation” to today’s job-hugging market, where many professionals are staying put not because they’re satisfied, but because uncertainty makes change feel risky. Economic anxiety, social and political tension, and global instability have reshaped how candidates think about job moves—and agencies must adapt their hiring strategies accordingly.
Sims emphasizes that effective hiring in this environment starts with empathy and transparency. She encourages agencies to position themselves as stable, values-driven organizations by highlighting leadership, long-term vision, and genuine support for employee wellbeing. Rather than overselling opportunity, she urges employers to reframe job changes as thoughtful, future-focused decisions grounded in growth, security, and alignment.
The article also offers practical guidance on reaching passive candidates, personalizing offers, and reducing perceived risk throughout the hiring process. Sims concludes that agencies that prioritize trust, adaptability, and clear growth pathways are best positioned to build resilient teams—employees who stay not out of fear, but because they have room to grow and succeed.
7 Essential Skills for Inclusive Leaders — Amy Waninger
In this article, Amy Waninger makes the case that inclusive leadership is not a “nice to have,” but a core driver of organizational performance. She explains how inclusive leaders positively influence outcomes across talent retention, operations, sales, and culture by grounding their leadership in humility, self-awareness, and openness to new perspectives. Waninger urges leaders to clearly connect inclusion efforts to organizational mission, set measurable goals, and remain accountable for progress.
Waninger then outlines seven essential skills that help leaders navigate change, build inclusive networks, focus on strengths, give and receive feedback effectively, reduce bias in hiring, and foster a culture of continuous learning. Together, these skills support stronger teams, better decision-making, and long-term resilience. She concludes that inclusive leadership is a practiced discipline—one that enables individuals and organizations to adapt, grow, and succeed in an increasingly complex workplace.
2026 Is Here—And If You Didn’t Hit Your 2025 Goals, Here’s the Real Reason Why — Coach Berk
In this article, Coach Berk challenges agency owners to take an honest look at why many 2025 goals went unmet—and argues that the issue wasn’t effort or market conditions, but flawed planning. He explains how agencies often underestimate the true cost of acquiring quality leads and build growth targets on optimism instead of realistic math. Without working backward from clear numbers—lead costs, quote volume, and close rates—goals become impossible to sustain.
Coach Berk also examines the changing competitive landscape, particularly on Google, where increased ad spending by both small and large agencies has driven up costs and intensified competition. He emphasizes that consistent investment in intent-based lead generation, paired with strong follow-up systems, is now essential for visibility and growth. His message for 2026 is clear: agencies that ground their plans in realistic budgets and predictable systems will stabilize production, reduce stress, and position themselves to grow with confidence rather than hope.
Fall 2025 Exclusivefocus
Don’t Just Hire for Today: 6 Qualities to Prioritize When Hiring for Long-term Success — Jennifer Lucas, The Omnia Group
Hiring isn’t just about filling today’s opening—it’s about building the future of your agency. In this article, Jennifer Lucas of The Omnia Group outlines six qualities to prioritize when selecting candidates who will grow with your business: job fit, adaptability, curiosity, problem-solving, communication, and accountability. By looking beyond resumes and technical skills, agents can identify employees who bring long-term value, strengthen team culture, and even emerge as future leaders.
Lucas also warns against common hiring missteps, such as relying too heavily on gut instinct, overemphasizing technical expertise at the expense of soft skills, or rushing to fill a role. These shortcuts often lead to costly turnover, with replacement expenses ranging from 10–30% of an employee’s annual salary. Instead, she emphasizes structured evaluations, behavioral interviewing, and a clear understanding of cultural fit.
For agency owners and managers, the message is clear: hiring thoughtfully pays dividends in retention, productivity, and stability. By prioritizing candidates who show a growth mindset, perseverance, and alignment with your agency’s values, you can build a team prepared to adapt, innovate, and thrive in a changing industry.
The Importance of Networking for Small Business Growth — Michael Garofalo
Networking isn’t just about exchanging business cards—it’s one of the most cost-effective strategies small businesses can use to fuel long-term growth. In this article, NAPAA President Michael Garofalo explores how building and nurturing professional relationships can increase visibility, generate referrals, and open doors to partnerships that expand client bases without heavy marketing spend.
For insurance professionals, networking means more than socializing—it creates trust, credibility, and access to resources that strengthen your agency. Whether it’s forming referral networks with real estate agents and financial advisors, collaborating on joint promotions, or tapping into peer support groups, the connections you make can translate into tangible business opportunities and staying power in a competitive market.
Garofalo’s message is clear: networking is not optional—it’s essential. By investing time and intention in your professional network, you gain more than leads; you gain knowledge, support, and a reputation that drives sustainable growth for your agency.
Be a Mentor. Yes, You. Yes, Now. — Amy Waninger
Mentorship isn’t just for seasoned executives—it’s for every professional, including Allstate agents. In this article, Amy Waninger makes a compelling case that each of us has knowledge, skills, and experiences worth sharing, and that doing so can profoundly impact others while strengthening our own careers. Whether it’s guiding a new hire, encouraging a student, or supporting a peer, mentorship helps others see possibilities for their future while reminding us how far we’ve come.
Waninger also highlights the mutual benefits of mentoring. Beyond the satisfaction of helping someone else succeed, mentors gain confidence, expand their networks, discover new strengths, and even sharpen leadership skills. These relationships can open doors for growth on both sides, reinforcing the idea that mentorship is as valuable to the mentor as it is to the mentee.
For agents looking to broaden their influence and build stronger connections, the takeaway is clear: don’t wait.
The Leadership Lie — Amy Waninger
Change is constant in business—from how we market and serve customers to where we work and the technology we use. Yet one area often lags behind: leadership. In this article, Amy Waninger challenges the well-worn saying, “If you do what you’ve always done, you’ll get what you’ve always gotten.” Her point is clear: in today’s world, sticking to the old ways doesn’t just stall growth—it sets you up for failure.
For Allstate agents and small business owners, this takeaway is critical. Customers, employees, and competitors have all evolved, but leadership practices haven’t always kept pace. Traditional approaches to hiring, managing, and motivating teams won’t yield the same results in a rapidly shifting marketplace. Leaders must embrace new skills, redefine how they connect with people, and adapt their strategies to meet modern demands.
Waninger’s advice underscores an urgent truth: leadership can no longer be static. To drive long-term success, companies must invest in developing leaders at every level who are ready to navigate change and create value in new ways. The choice is simple—evolve, or risk being left behind.
In the Age of AI and Analytics, Independence Can Mean Better Data—and Better Decisions — Doug Coombs
Doug Coombs argues that 2025 belongs to agencies that truly own their data. While captive agents still work behind a corporate tech ceiling, independent agents are deploying AI‑enabled CRMs, predictive modeling, and marketing automation to segment clients, spot retention risks, and pivot carriers in real time. Coombs showcases tools to illustrate how independents are converting raw information into proactive outreach and profitable decision‑making. His bottom line: data autonomy isn’t a luxury; it’s the new competitive moat for agencies determined to out‑perform, out‑maneuver, and outlast.
It’s Not Getting Easier: Why Insurance Agencies Must Act Now or Fall Behind — Berk Demirbulakli
Berk Demirbulakli issues a wake‑up call to agencies watching lead costs climb and close‑rates stall. Old tactics—one‑off ads and cold calls—no longer cut it. Instead, Demirbulakli lays out a 2025 playbook powered by Google‑certified local ads, conversion‑optimized websites, and year‑long automated drip campaigns laced with voicemail drops. He urges owners to mine dormant leads before buying new ones and to defend their ZIP codes with geo‑targeting before competitors poach walk‑ins. The message is clear: evolve into an always‑on marketing machine now, or risk shrinking books, staff attrition, and declining cash flow.
Holding On to Top Talent at Your Agency: 5 Strategies for Increasing Employee Retention — Jennifer Lucas
Jennifer Lucas reminds agency leaders that retention isn’t just a client metric—it’s an employee imperative. She quantifies turnover costs (up to twice an annual salary) and maps five evidence‑based tactics for keeping high performers: public recognition programs, continuous learning paths, flexible work arrangements, purpose‑driven culture, and market‑aligned compensation with modern perks. Lucas also recommends behavioral assessments, exit‑interview feedback loops, and robust onboarding to nurture loyalty from day one. The takeaway: invest in people with the same rigor you invest in prospects, and productivity, service quality, and reputation all rise together.
You Can’t Control Time, But You Can Leverage It: Smart Strategies for Insurance Agency Leaders — Doris Dunn, CPCU, CIC, ChFC, CPBC
Doris Dunn turns time management into a growth lever for agency executives. Drawing on personal missteps and coaching experience, she champions “start before you’re ready” momentum, the Eisenhower‑style prioritization of weekly goals, and carving out protected blocks for strategic thinking amid client‑driven chaos. Dunn emphasizes delegation as an empowerment tool and advocates daily gratitude reflections to maintain focus under pressure. Her prescription: pair proactive planning with a Business Operating System and watch productivity soar without sacrificing wellbeing.
Why Agents Still Matter (And Maybe More Than Ever) — Sam Geraci
In “Why Agents Still Matter (And Maybe More Than Ever)”, Sam Geraci explains that despite decades of predictions that consumers would shift away from insurance agents toward direct sales channels, customers consistently demonstrate a strong preference for purchasing insurance through agents. Insurance products have grown increasingly complex and expensive, amplifying the consumer’s need for trusted, personalized advice. Unlike direct sales representatives who work primarily in call centers with loyalty to their employers, independent agents have deeper community ties, making them powerful advocates for customers navigating insurance claims and policy choices. Additionally, the supposed cost savings of direct models are offset by their higher expenses in staffing, training, turnover, and marketing, resulting in negligible cost differences compared to agent-based models.
Agents remain highly profitable for carriers, increasing customer retention, cross-sales, and long-term earnings—factors that continue to drive insurers toward utilizing agents. Progressive’s experience shows agents generate higher profits and lower expenses compared to direct sales channels, underscoring agents’ lasting value. As products evolve and risk management becomes more intricate, successful agents who continuously adapt, educate, and reinforce their role as trusted experts within their communities will see sustained demand and growth.
Next Gen Needs — Kevin Mlynarek, Korsgaden
As Millennials and Generation Z reshape the workforce, Kevin Mlynarek explains, adapting to their distinct expectations, motivations, and workplace preferences is crucial. Millennials prioritize flexibility, meaningful work, and growth opportunities, while Gen Zers, shaped by economic uncertainty, value job stability, transparent communication, and seamless technology integration. To attract and retain these generations, companies must showcase values such as diversity, social responsibility, transparency, and offer clear paths for career advancement and continuous learning through mentorship and professional development programs. Leveraging technology for recruitment—such as social media, AI-driven screening, and streamlined applications—can enhance candidate experiences and employer branding.
In addition, companies must embrace flexibility through hybrid and remote work models and demonstrate commitment to employee wellbeing with mental health resources and work-life integration initiatives. Actively promoting diversity and inclusion through intentional hiring practices, employee resource groups, and inclusive workplace policies will appeal significantly to younger generations. Lastly, comprehensive and transparent compensation structures combined with attractive non-monetary perks like mentorship and personalized benefits will help employers stand out and build long-term loyalty among Millennial and Gen Z talent.
Five Strategies for Creating a More Resilient Agency — Doris Dunn, CPCU, CIC, ChFC
To build a resilient insurance agency capable of thriving amidst continuous change, it’s essential to cultivate a growth mindset, lead with empathy and transparent communication, foster accountability, strengthen client relationships, and invest in leadership development. In this article by Doris Dunn, she outlines how a growth mindset encourages viewing challenges as opportunities for learning rather than setbacks, empowering teams to navigate disruptions effectively. Clear communication and empathetic leadership keep teams informed, engaged, and motivated, while fostering accountability ensures employees proactively take ownership of agency goals, viewing failures as valuable learning experiences.
Resilience also depends on developing deep, personalized client relationships that sustain loyalty during market uncertainties. Additionally, continuous leadership development—through training, coaching, and mentoring—equips agencies to turn challenges into growth opportunities. Ultimately, resilience involves ongoing adaptation, innovation, and maintaining a client-focused strategy, positioning the agency not just to survive changes, but to emerge stronger from each one.
The Power of Data — Dave Banko
Data‑driven targeting has transformed direct mail from a generic flyer into a precision marketing tool that helps insurance agents reach the right prospect with the right message at pivotal life moments. By segmenting audiences (e.g., new homeowners, retirees), timing mailers to trigger events such as real‑estate purchases, and using variable‑data printing to personalize everything from names to Street‑view images of a recipient’s home, agents can deliver tactile, highly relevant pieces that cut through digital clutter. When these mailings are informed by online behavioral data or paired with USPS Informed Delivery previews, response rates jump 3–5x higher than non‑targeted efforts—driving more qualified leads, greater policy uptake, and superior ROI.
To capitalize, agents should secure high‑quality data, set clear campaign goals, partner with specialists who can design and distribute personalized mail, and rigorously track results to refine future outreach. In a marketplace where 80 % of consumers prefer tailored experiences, direct mail’s blend of physical presence and data‑powered personalization offers insurance professionals an unmatched channel for building timely, trust‑based client relationships.
The Winners of This Hard Market — Shawn Walker
In “The Winners of This Hard Market,” Shawn Walker reflects on how insurance agencies navigated one of the toughest markets in a generation. Walker highlights key traits of agencies that not only survived but thrived, such as their ability to pivot to new lines of business, focus on talent acquisition, and embrace technology. Successful agents also prioritized clear communication and fostered professional partnerships to strengthen their operations. By investing in education, processes, and relationships, these agencies emerged stronger, proving the resilience and adaptability required to succeed in challenging times.
Decisiveness — Richard Pope
In “Decisiveness,” Richard Pope emphasizes the importance of making timely, informed decisions in business. Pope distinguishes decisiveness from spontaneity, stressing that effective decision-making involves gathering facts, validating them, and acting confidently. Drawing from his extensive experience in franchise consulting, Pope illustrates how hesitancy can lead to missed opportunities, while decisiveness drives success. For insurance agents, the lesson is clear: taking action, even amidst uncertainty, is often the key to growth and opportunity.
Can They Do That? — Ted Paris
In “Can They Do That?” NAPAA Executive Director Ted Paris answers pressing questions about agent agreements with insurance companies, specifically regarding changes to commissions, bonuses, and duties. Paris uses the Allstate R3001 Exclusive Agency Agreement to clarify agents’ rights and limitations, explaining how these contracts allow carriers significant leeway. With practical advice and detailed examples, Paris empowers agents to navigate their agreements and understand their legal standings, ensuring they are well-informed when dealing with carriers.
Unlocking Opportunity: Why Captive Agents Should Consider Becoming Independent — Doug Coombs
In “Unlocking Opportunity,” Doug Coombs explores the benefits of transitioning from a captive to an independent insurance agent model. Coombs highlights how independence allows agents to work with multiple carriers, offer tailored solutions, and build a more client-focused business. He emphasizes the potential for higher earnings, increased flexibility, and long-term equity in the independent model. By leveraging technology and embracing autonomy, agents can position themselves for growth in a dynamic marketplace.
Cash Flow: The Lifeblood of Your Agency – Melanie Otto
In her article, “Cash Flow: The Lifeblood of Your Agency,” Melanie Otto emphasizes the critical importance of cash flow management for insurance agencies. Otto explains that cash flow adequacy is essential for paying monthly expenses and investing in future growth. She offers strategies for managing external pressures, such as economic fluctuations, and internal factors, including expense planning, overhead control, and maintaining financial reserves. Otto also highlights the need for proper staffing, checks and balances, and credit management to ensure an agency’s long-term success and stability.
Not Your Father’s Insurance Agency – Bradley Flowers
In “Not Your Father’s Insurance Agency,” Bradley Flowers outlines key strategies for modernizing insurance agencies to stay competitive. Flowers emphasizes the importance of embracing text messaging as the primary communication channel to enhance customer service and efficiency. He also highlights the value of adopting mobile apps for self-service options and streamlining processes. Additionally, creating a progressive work culture centered around core values and work-life balance is crucial for retaining talent. Flowers encourages agents to embrace innovation and technology to thrive in an evolving industry.
Retention Revitalization: 5 Ways to Keep Your Agency’s Top Talent – Alaina Sims
In “Retention Revitalization: 5 Ways to Keep Your Agency’s Top Talent,” Alaina Sims discusses strategies for retaining top insurance agency employees in a competitive market. Sims emphasizes the importance of flexible work arrangements, personalized recognition programs, and continuous learning and development opportunities. She highlights innovative methods such as microlearning and gamification to enhance employee engagement and knowledge retention. By investing in these thoughtful practices, agencies can reduce turnover and build a dedicated team, ensuring long-term success.
Revolutionizing Insurance Marketing: How Informed Delivery Can Boost Your Client Acquisition –Dave Banko
In “Revolutionizing Insurance Marketing: How Informed Delivery Can Boost Your Client Acquisition,” Dave Banko demonstrates how USPS’s Informed Delivery service can enhance traditional direct mail strategies by combining physical mail with digital previews, increasing engagement and interaction with prospective clients. By using this dual-exposure method, agents can create a more memorable and convenient experience for homeowners. With nearly 65 million users and impressive engagement rates, Informed Delivery provides insurance agents with an innovative, cost-effective way to drive new business and stand out in a competitive market.
Sticking Together: Customer Retention Strategies for Commercial Insurance – Jerry Thacker
In “Sticking Together: Customer Retention Strategies for Commercial Insurance,” Jerry Thacker, Regional Vice President and Agency Growth Coach at AHA Insurance Network, highlights the critical importance of customer retention for profitability and long-term success in the commercial insurance industry. Thacker emphasizes that personalized service, tailored to meet the unique needs and risks of each business, forms the foundation of strong client retention. Proactive customer engagement, including regular check-ins and personalized risk assessments, helps agents anticipate and address potential issues before they escalate. Building long-term relationships requires a shift from transactional to collaborative interactions, regular feedback sessions, and involving clients in policy adjustments. Continuous learning and development are essential for agents to stay current and provide the best advice. Additionally, community engagement enhances client loyalty by demonstrating the agency’s commitment to social responsibility. Effective retention strategies thus hinge on personalization, proactive engagement, and long-term partnerships.
Proven Ways to Start and Grow an Independent Agency – Daniel Bruck
In “Proven Ways to Start and Grow an Independent Agency,” Daniel Bruck, CMO of Smart Choice, outlines essential strategies for new insurance agents. Bruck begins with the importance of self-reflection, emphasizing that agents need industry experience, confidence, and strong interpersonal skills to succeed. He advises creating a detailed transition strategy, which includes researching the competitive landscape, understanding market conditions, and setting measurable goals. Access to diverse and competitive insurance products is crucial for meeting client needs effectively. Bruck discusses the benefits of choosing between generalization and specialization, noting that each approach has its advantages and challenges. Finally, he highlights the value of partnering with a reputable agency network to gain access to carriers, support, and growth opportunities, cautioning agents to carefully evaluate network contracts and support structures before committing.
Embracing Independence: How Transitioning to an Independent Insurance Agent Opens Doors to Opportunity — Alex Bunch
In “Embracing Independence: How Transitioning to an Independent Insurance Agent Opens Doors to Opportunity,” Alex Bunch discusses the numerous benefits of becoming an independent insurance agent. Bunch highlights that independence allows agents to offer tailored solutions for clients by quoting multiple carriers, which leads to better coverage options and rates. The potential for unlimited growth is significant as independent agents can tap into new markets and represent multiple carriers, leading to higher closing ratios and retention rates. Building equity in the agency is another key advantage, providing agents with tangible value and future financial opportunities. Independence also fosters innovation, allowing agents to adopt new technologies and marketing strategies. Lastly, Bunch emphasizes the importance of meaningful relationships, as independence enables deeper client connections and fosters a supportive community among agents. The transition to independence is a journey filled with opportunities for growth, innovation, and fulfillment.
The Question that Could be Coming for Many Exclusive Agents — Doug Coombs
In “The Question That Could be Coming for Many Exclusive Agents,” Doug Coombs addresses the challenges exclusive insurance agents face in the current hard market. Coombs highlights the increasing difficulty for insurance companies to remain profitable in certain regions, such as Florida, California, Colorado, and parts of the central U.S., leading some to withdraw from these markets. Exclusive agents, who rely on a single carrier, may find themselves at a significant disadvantage compared to independent agents who can offer clients multiple carrier options. Coombs suggests that exclusive agents should consider transitioning to independence to gain flexibility and better serve their clients. He also emphasizes the importance of leveraging technology and innovation to navigate the hard market, advocating for advanced analytics and telematics to provide more accurate pricing and competitive quotes. Looking ahead, Coombs encourages exclusive agents to evaluate their long-term strategy and consider the benefits of becoming independent to ensure stability and growth in a volatile market.
The 12 People Who Will Most Impact Your Business in 2024 – Gene Marks
This article was previously published online at The Hill.
In the coming year, the decisions of twelve key figures will significantly impact small businesses. From Jerome Powell’s influence on interest rates to Danny Werfel’s potential for increased audits, these leaders will shape economic policies affecting operational costs and compliance. Legislative figures like Jason Smith and Michael Johnson, along with regulatory authorities such as Julie Su and Charlotte A. Burrows, will influence taxation, labor, and workplace regulations. Meanwhile, administrative heads like Isabella Guzman and Suzanne P. Clark will continue to advocate for small businesses. Technological advancements under Satya Nadella and Sundar Pichai will drive transformative changes in AI and online advertising, while figures like Andy Jassy and Ryan Roslansky will shape the e-commerce landscape. Despite political uncertainties, these individuals collectively shape the business landscape in 2024.
Winning the Sales Game: Building an Elite Roster of Sales MVPs – Alaina Sims
Producers are the backbone of any agency, driving business growth and success. Understanding what motivates outstanding salespeople is key to attracting and retaining top talent. Successful producers share common traits: they are competitive, ambitious, and driven by results. They thrive on challenges and enjoy keeping score, with commissions serving as a powerful motivator. Resilience is another hallmark trait; they bounce back from setbacks and thrive on autonomy, preferring minimal direction from managers. Recognizing their achievements is crucial, but the method of praise varies based on individual preferences. By understanding these traits, agencies can develop strategies to cultivate and retain superstar talent, ensuring continued success in the competitive sales landscape.
Unlock Your Agency’s Full Potential – Troy Korsgaden and Michelle Hubert
In today’s digital era, the insurance and financial services industry faces a paradigm shift, where client empowerment and information accessibility redefine success. To thrive, agencies must pivot from transactional interactions to prioritizing service and cultivating deep client relationships. Central to this transformation is the concept of becoming the go-to gateway for all client needs, positioning agencies as indispensable partners in risk management and financial planning. Korsgaden International outlines five key objectives for this evolution, emphasizing the importance of building high-performance teams, optimizing sales processes, and deepening client engagement. By aligning these objectives and fostering a serve-first culture, agencies can unlock their full potential, driving team engagement, client retention, and sustained success in a dynamic market landscape.
So You’re Thinking of Joining an Agency Network… Ask These Questions FIRST! – Carol Drake
When considering joining an agency network, thorough due diligence is essential as this decision can significantly impact your agency’s success. It’s crucial to go beyond surface-level appeals and ask pertinent questions to ensure the network aligns with your agency’s goals and needs. Firstly, inquire about the size of the network and its influence with carriers, as larger networks often offer better access and commission structures. Additionally, understand the process for leaving the network, including potential exit fees and ownership claims, to ensure flexibility and autonomy. Evaluate upfront costs and ongoing fees, considering their impact on your bottom line and questioning their necessity for partnership. Furthermore, assess the network’s offerings outside of standard markets, particularly in the growing excess and surplus insurance sector, to ensure you can adequately serve diverse client needs. Lastly, seek insights from current agency members to gauge the network’s effectiveness in supporting professional growth and achieving success. Through comprehensive research and informed questioning, you can make a confident decision that sets your agency on a path to prosperity within the chosen network.
Winter 2023/2024 ExclusiveFocus
Beyond Policies and Premiums: Cultivating a Culture of Success – Tonya DeVane
In “Beyond Policies and Premiums: Cultivating a Culture of Success” by Tonya DeVane, the focus is on fostering an exceptional workplace culture beyond conventional measures. The article highlights the significance of recognizing and appreciating employees for outstanding performance through formal and informal programs, emphasizing the impact of even subtle acknowledgments. DeVane argues that recognition reinforces positive behaviors, instills commitment to excellence, and communicates the value placed on team contributions. The broader approach involves effective communication, employee empowerment, and flexibility, creating a workplace where motivation and satisfaction thrive. Overall, cultivating such a culture, as advocated in the article, is seen as pivotal for driving success and satisfaction for both the team and the agency.
To Grow or Not to Grow? That is the Question. – Melanie Otto
In a challenging economic climate, agency owners contemplating growth face crucial considerations. Rising insurance premiums present both challenges and opportunities. Client relationship skills become paramount to mitigate client attrition and tap into new opportunities. Leveraging the agency during higher interest rates is a valid concern, but with financial stability, realistic growth projections, and creditworthiness, expansion remains a viable option. Anticipating future growth involves articulating short- and long-term goals, including revenue targets, geographic expansion, staffing needs, and exit plans.
Despite immediate expansion plans, building a relationship with a reputable lender is advised, involving organizing financials, improving credit scores, and understanding business loan requirements. This article underscores the importance of agency owners looking forward to strategically prepare for future opportunities in the evolving insurance landscape.
3 Key Questions When Considering Going Independent in 2023 – Ben Griffioen
Captive agents contemplating independence face evolving dynamics in the insurance landscape. The article, authored by Ben Griffioen, explores three key questions for those considering the leap to independence.
- How hard is it to get carriers?
The difficulty in acquiring carriers depends on factors like the target market, state regulations, and agency profitability. Commercial lines with a profitable history can enhance carrier appointment prospects.
2. How many carriers should I get to be successful?
Success isn’t determined by a specific number of carriers but by obtaining those aligned with the agency’s client profile. While the aim is to secure as many carriers as possible, the emphasis is on maintaining carrier satisfaction.
3. Should I partner with a network?
Working with a network can be crucial, especially in a climate with restricted agent appointments. However, agents must carefully assess network options considering factors like commission splits, fees, stipulations, and services provided.
The conclusion emphasizes the viability of transitioning to independence in the evolving industry landscape. Despite challenges, the article suggests that independence remains possible, and interested agents can seek guidance for a smooth transition.
Considerations for Insurance Agents Doing Business in a Hard Market—Is it Better to Weather the Storm as an Independent Agent? – Doug Coombs, SIAA
This article discusses navigating a challenging insurance market, particularly in hard times. It questions whether independent agents have an advantage in adapting to reduced capacity and increased premiums. Emphasizing the importance of market analysis, it suggests diversification for resilience, with a focus on underlining the potential advantages for independent agents. Business planning, efficiency through technology, building skilled teams, effective risk management, and robust regulatory compliance are crucial elements for success in both independent and exclusive agency models. The conclusion highlights the significance of adaptability and continuous refinement of strategies for long-term agency success.
YOU DO YOU – Richard Pope
Richard Pope’s article “YOU DO YOU: Investments and Franchises” explores the concept of pursuing entrepreneurial dreams and financial independence through franchise ownership. He emphasizes the idea of breaking free from the traditional path of working for someone else and taking control of one’s destiny.
Pope discusses how franchising offers a unique opportunity to “do you,” allowing individuals to own and operate their businesses while benefiting from the support and framework provided by a franchisor. He highlights the key characteristics of a genuine franchise, where owners have the freedom to make decisions, unlimited earning potential, and the ability to sell or pass on their businesses as legacies.
The article contrasts franchise ownership with stock market investments, emphasizing the stability and predictability of franchise businesses compared to the volatile nature of stocks. Pope advises potential franchisees to thoroughly research and validate their investment decisions, seeking guidance from experts and trusted advisers to eliminate guesswork.
Ultimately, the article encourages readers to pursue their entrepreneurial aspirations, backed by knowledge and diligence. Pope’s message of “YOU DO YOU” resonates as a call to take charge of one’s financial future through the ownership of a franchise business, offering stability and control in an ever-changing economic landscape.
Service Before Sales—Pivoting for Success – Troy Korsgaden
Troy Korsgaden’s article “Service Before Sales—Pivoting for Success” reflects on his early aspirations of becoming a rock star before finding his true calling in the insurance and financial services industry. He emphasizes the importance of adaptability in a rapidly changing business landscape and highlights the need for professionals in the industry to redefine their approach to succeed.
Korsgaden asserts that today’s consumers are empowered, well-informed, and have high expectations, making client experience the key differentiator in a commoditized market. He advocates a shift in mindset from sales-driven to service-oriented, focusing on building long-term client relationships.
The author introduces a unique approach to client segmentation, categorizing clients based on the depth of their relationship rather than just their earning potential. He encourages cultivating “discussion partner” relationships by providing exceptional service and gaining a comprehensive understanding of clients’ needs.
Korsgaden underscores the importance of trust in client relationships and outlines specific elements, such as competence and concern, that financial professionals should embody to earn and maintain trust. He advises consistent communication and documentation of client interactions as essential practices.
Ultimately, Korsgaden urges financial professionals to embrace change in the industry and prioritize service over sales, emphasizing the potential for new and rewarding opportunities in the evolving landscape. He concludes with an optimistic call to action, encouraging professionals to rock on and adapt to the exciting possibilities ahead.
Afterlife – Lezlee Liljenberg
In Lezlee Liljenberg’s article “Afterlife,” the author reflects on her personal journey of transitioning from her career as an Allstate agent to a new phase in her life. She delves into the emotional and practical aspects of this transformation, emphasizing the importance of adaptability and self-discovery.
Liljenberg initially touches upon the concept of an “afterlife,” not in the traditional sense of the term, but as a metaphor for life transitions. She shares her belief in the afterlife, which she interprets as life after leaving behind certain aspects or chapters of one’s existence.
Her departure from Allstate, after seventeen years, was both challenging and liberating. Liljenberg describes the grief and emotional toll she experienced, feeling like she had lost a part of herself. Nevertheless, she recognized the necessity of moving forward on her terms, away from the frustrations and changes within the company.
The author’s central message revolves around the concept of reinventing oneself, regardless of age or circumstances. She encourages readers to think about their own “Life After” scenarios and consider what they want their lives to look like post-transition. Liljenberg underscores the idea that life is a blank canvas filled with limitless possibilities, urging readers to seize the opportunity to shape their next chapter, whether it be “Life After” or “After Life.”
NAPAA Lawsuit Spread – Ted Paris
This spread provides an overview of NAPAA’s lawsuit against Allstate, detailing the timeline and key events leading up to the present status of the case.
The lawsuit originated in June 2020 when Allstate introduced the Transformative Growth programs and changes in commission structures, causing concern among agents about the impact on their businesses. NAPAA conducted a survey among agents, and over 80% expressed support for a lawsuit to prevent harm to their agencies.
In August 2020, NAPAA engaged the Bopp Law Firm to study Allstate’s contracts and related documents for potential breaches. This phase involved extensive research and communication with more than 500 affected agents.
By May 2021, NAPAA was ready to file a lawsuit with legal merit, supported by verifiable agent information. The case was initially filed in Federal Court in Chicago but later moved to State Court in Illinois in August 2021.
In October 2021, Allstate filed motions to dismiss the lawsuit, aiming to have the case separated into five lawsuits in different states. The judge was set to rule on these motions in November, but due to a judge’s resignation, the case was delayed until January 2022. Ultimately, Judge Roberts ruled in favor of the lawsuit, allowing it to proceed as a single case in Chicago.
The case is still ongoing, with both sides requesting information and deposition proceedings underway as of August 2023.
Leading with Purpose – Michelle Hubert
Leading with purpose means showing up as the best version of ourselves, leading ourselves well, and setting a positive example for our team. Before we can lead others, we must first lead ourselves well, being intentional in how we nurture our own lives. To achieve this, we must continuously expand our circle by connecting with successful individuals who inspire us. We should also pay attention to the content we consume and prioritize personal development. Leading others with purpose requires adopting a servant leadership approach, putting the needs of team members first and creating a framework for their success. This involves building connections, prioritizing consistency in actions and expectations, and fostering collaboration among team members.
Our teams are primary to our success. It is the leader’s role to support the people who are getting things done, not the other way around. When the team succeeds, results will follow. You can create a leadership framework and lead with purpose by focusing on what Michelle Hubert calls the three C’s of leadership: connection, consistency, and collaboration.
Agencies Are At a Crossroads. It Is Time to Decide. – Craig Wiggins
In 1996, Craig Wiggins began his career as an Allstate agent, filled with excitement and ready to apply his training. However, he soon faced challenges, particularly with getting people to qualify for insurance coverage, and discovered that even minor incidents in the past could exclude potential clients. Despite his frustrations, he persevered and even reached out to classmates for support.
Reflecting on the past and looking ahead to 2023, Wiggins acknowledges that the challenges faced by agency owners have evolved. With the rapid pace of change, agencies must adapt to demands from carriers and seize opportunities. He urges agency owners to make a choice: either focus on selling more policies, or work on selling your book of business. He emphasizes the importance of building a strong team, implementing intentional hiring and training processes, and staying ahead of the industry’s changes. Finally, it’s also important to consider your timeline, and either committing to producing or to considering selling the business soon, as the future remains uncertain.
As someone who has worked as both an Allstate and independent insurance agent, Mike Hodges emphasizes the importance of nurturing leads through the sales funnel. A sales funnel represents the journey of a potential client, starting from when they become aware of the agency until they make a purchase. Nurturing leads involves guiding prospective clients with targeted messaging and content. This article outlines the stages of the sales funnel, including creating awareness, generating and qualifying leads, making sales presentations, and closing the sale.
Hodges stresses the significance of personalized service, persistence, and follow-up to keep potential clients engaged and interested. He also shares his experience as an independent agent, where he focused on targeting the right leads, providing valuable content, and offering excellent customer service to capture attention and move leads through the sales funnel.
Finally, Hodges highlights the importance of providing the best customer service and being proactive in marketing efforts as an independent insurance agent. It is important to understand the individual needs, lifestyle, and financial situation of potential clients to offer tailored solutions. As an independent agent, Hodges shifted his focus to providing resources, advice, and valuable information to potential customers through various channels such as email, newsletters, and social media. By using these approaches, he was able to establish relationships and increase the likelihood of converting leads into long-term clients.
Ten Ways to Help Your Service Team Master Subtle Selling – Wendy Sheaffer
An agency’s best CSRs and producers usually have very little in common, work-wise. But you could have untapped sales potential on your service team. Wendy Sheaffer’s article shares 10 tips for helping your service team master the art of the subtle sell, including:
- Implement a pilot program.
Rather than making an immediate change, a pilot program lets your service team ease into the new expectations. Set measurable milestones to keep things on track.
7. Keep up with career development.
Top service reps want to be experts. They feel good when they can impart their knowledge to customers. Give them all the support they need to learn as much as they can about your products and services.
8. Assess your team and increase self-awareness.
Understand the talent on your team with behavioral assessments. Uncover who has natural sales aptitude and who doesn’t. Also, share the information. When your team can see their natural strengths and challenges, they’ll feel more secure about how to manage new tasks.
Where is Your Place? – Javier E. Najera
A wise agent once said that being a captive agency owner is very much like riding a fast-moving train. Essentially, he said, the “old Allstate” in the pre-2019 period had a different model, something he personally didn’t appreciate until later on. Much of the change introduced to the exclusive agency force has caused many to either thrive or question their future with the company. Today’s Allstate Exclusive Agent is not the neighborhood agent it was before 2019 when service and retention for tenured clients were regarded as highly as new business.
The new model favors a new generation of agents, who come to the business with technological acumen to digitize and modernize processes for speed and efficiency.
Recently, NAPAA formed a Facebook group with the sole intention of giving agents a way to connect with those who have moved on to other models in the industry. Called Plan B—planning for Life after Captive Agent, the group is made up of captive agents, current and past, as well as independent groups, all of whom can connect in a space that lends itself to conversations and advice.
What is your place in the insurance business? A new direction for some captive carriers is to purchase and/or transform the exclusive agency force to independent agents. Many agents want to stay in the business, though they cannot or will not sustain the demands of a captive company. Many agents want to stay in the business, though they cannot or will not sustain the demands of a captive company.
A hard insurance market presents many challenges for insurance agents, both exclusive and independent alike. Increased premiums, reduced underwriting capacity, limited coverage, and non-renewals—the year ahead has its challenges irrespective of how one chooses to sell insurance.
What if the key difference between surviving and thriving in a hard market was simply a matter of adaptability? Of being able to pivot and respond to what the market brings?
If you believe that, overall, adaptability and control over the business is a better way, then an independent agency may just be your solution to a hard market. Typically, independent agents receive a higher commission rate than exclusive agents and appear to be better protected against extreme highs and lows. When combined with the fact that the sole agent does not have title to the renewal commission, independent agents appear to be more profitable in the short and long term. With the challenges of a tough market this year, consider the pros and cons of being independent or exclusive, then consider which option best suits your personal style and your business goals.
Find Your Herd, Amplify Your Belief, Unlock Results – Craig Pretzinger
“Deliberately seek the company of people who influence you to think and act on building the life you desire.” —Napoleon Hill
In 2016, Craig Pretzinger attended an event that changed everything. It had been a challenging run between 2008’s financial collapse and that event. For eight years, agency ownership had been frustrating for a variety of reasons. Most years were a marathon grind just to break even. There were some great years, with some huge bonuses, but the consistency was definitely lacking. He needed to build the business into a vehicle that kicked out a great net income whereby he could re-invest his profits back into marketing.
In 2016, he spent $10,000 to attend Tony Robbin’s “Business Mastery” conference in Las Vegas and learned that knowing his math was the single most important thing to create, predict, and fund scalable growth. Three fundamental ideas from Business Mastery helped him transition from a five-figure income to a seven-figure income.
Price optimization is an emerging practice in the insurance industry drawing the attention of state regulators, consumer advocates, insurance agents and consumers. Opponents claim that insurers are mining data on customers to set rates based on factors that are unrelated to risk of loss in order to charge each individual customer the highest price that the market will bear. Proponents believe the pricing model is a statistical technique, within actuarial and regulatory standards, which helps insurers determine competitive rate plans.
In July 2013, former Allstate employee agents received notification from the company that their Allstate Retiree Life Insurance Benefit would be discontinued effective December 31, 2015. Many active Exclusive Agents were affected by the decision as well as other employee retirees who left the company after 1989. The company initiative prompted at least two lawsuits, which have been combined. The case is currently making it’s way through the court system.
On August 1, 2001, thirty-two former employee agents (the “Romero Plaintiffs“) sued Allstate on behalf of about 6,200 current and former Allstate agents whose employment was terminated as a result of Allstate’s “Preparing for the Future” reorganization initiative, seeking to recover pension, medical and other benefits estimated in the hundreds of millions of dollars, as well as compensatory and punitive damages.
Employees or Independent Contractors?
Agents under contract with Allstate Insurance Company have been classified by the company as independent contractors. However, many agents contend they have been misclassified.
On November 15, 1988, Allstate submitted a request to the IRS for a ruling on the status of Exclusive Agents for Federal Tax Purposes in advance of introducing its new Neighborhood Exclusive Agent program in 1990.