Page 34 of 42 · 834 total episodes
07/13/2020 · 6 min read
Self-accountability for agency owners is a four-step diagnostic: name the specific result you don't want, trace it back through behavior to decision to belief, identify one measurable behavior change inside your control, then run it for 60 days without negotiating. External conditions are real but they aren't the lever.
07/10/2020 · 6 min read
A coaching culture creates team cohesion through regular developmental one-on-ones, structured skills practice on real client scenarios, specific timely feedback, and peer coaching. The owner gets coached first. Cohesive teams retain clients better, refer more, and keep top producers longer.
07/08/2020 · 6 min read
Randy Thompson runs his captive agency with a coach's operating system: develop people, not just train them; treat clients as diagnostic conversations, not pitches; and break production plateaus by addressing the mindset ceiling, not the market.
07/06/2020 · 7 min read
Unify your team around a vision by saying the mission in one clean sentence, connecting every role to it, building a usable success mantra, making the values visible in daily decisions, and earning buy-in by showing you care. A vision only in the owner's head is private aspiration, not culture.
07/03/2020 · 6 min read
Love your life as an insurance agent by deciding what you want first, then building the agency around it. Operate with deferred happiness off the table, build a business that runs without you, ground yourself against rejection, and treat client relationships as the actual point.
06/29/2020 · 6 min read
Laura Harris has run a family Allstate agency in Corpus Christi for 25 years by treating process as a retention tool. Documented procedures, a deliberate 30-day onboarding, and strict role clarity between family and business make the operation work whether she is in the office or not.
06/26/2020 · 6 min read
Elite retirement and life planning is diagnostic, not transactional. Address decumulation risk (sequence of returns, longevity, healthcare), use life insurance as a planning tool not a standalone product, and serve clients across multi-decade life stages. Top 1% production follows.
06/24/2020 · 6 min read
Get time back by automating client communication sequences, lead nurture, and internal workflows, then giving staff clear authority over outcomes instead of routing every decision through you. Remote work rewards the agencies that built operational clarity and exposes the ones running on presence.
06/22/2020 · 6 min read
Brad Lea built Lightspeed VT and a billionaire network by treating sales as service and value creation as the real job. For agents: fix belief in the product and the close handles itself, build skill development as an ongoing function (not one-time onboarding), and answer who this business is for.
06/17/2020 · 6 min read
Persistent belief is behavior, not feeling. Write a specific measurable vision (premium target, close rate, retention), read it daily, manage inputs over outputs, and read results on a rolling 90-day window so one bad month is data, not a verdict. Carry conviction for your team.
06/15/2020 · 6 min read
Mike Watts built six companies and $50M in combined sales by aligning financial, personal, and spiritual goals into one integrated system. Specific income targets, calendared personal priorities, and a purpose bigger than the P&L produce better decisions under pressure and longer founder runway.
06/12/2020 · 7 min read
Agents who last 30-plus years are not more motivated on day one. They anchor their practice to a purpose durable enough to sustain them across market cycles, hard years, and industry disruption. Long-tenure books built on genuine relationships are also structurally more resistant to disruption than transactional books.
06/10/2020 · 6 min read
Bad management in insurance agencies looks like avoidance or micromanagement, never anything dramatic. The fix is five repeatable moves: hold the avoided conversation, write down expectations, run tighter meetings, push three decisions down, and stay consistent week after week.
06/08/2020 · 6 min read
The top insurance agencies grow on clearer vision and stronger culture, not better leads or bigger ad budgets. Operational vision answers where the team is going, why it matters, and what each role does. Culture is the behavior you tolerate, celebrate, and model every Monday.
06/05/2020 · 6 min read
Ben Barrientos and the By The Minute team accelerate agency growth by measuring activity in minutes, hitting new leads inside the first few minutes, building proactive retention touchpoints between renewals, and moving the owner from producer to leader. Acquisition, retention, and team structure have to fire together.
06/03/2020 · 6 min read
Sales objections in insurance are symptoms, not the problem. The price objection is usually a value gap. The think-about-it is usually weak trust or shallow discovery. Replace scripted rebuttals with deeper discovery, value before price, curiosity over defense, and honest post-call review.
06/01/2020 · 6 min read
Martin Amador built his Denver Allstate agency on community presence (sponsorships, local events, knowing clients' kids) and motivational management that aligns each team member's daily work to an outcome they personally care about. Relationship-sourced clients stay longer, refer more, and pay less attention to price.
05/29/2020 · 6 min read
Brian Boffa's Consolidated Human Resources runs the payroll, benefits, compliance, and employment-law overhead through a PEO co-employment model so agency owners stop firefighting HR. For 10-50 employee agencies, this gives bigger-company benefits, real compliance coverage, and back the time you were burning on admin.
05/27/2020 · 6 min read
Agency owners stop drifting by protecting attention and acting with intention. Block strategic time before the week starts, pick three non-negotiables daily, engineer focus barriers, and audit where your hours actually go. Drift dies when deliberate work owns your first two hours.
05/25/2020 · 8 min read
Every insurance agent needs to know six financial fundamentals: commission timing versus cash flow, the gap between revenue and profit, fixed vs variable cost structure, client acquisition cost against lifetime value, a 3-month reserve, and a real owner salary separated from distributions.