6 posts found
10/22/2021 · 6 min read
Most agency owners who do this assessment honestly land in draw territory: revenue flat, team stable but not growing, owner busy but not strategic. Winning means positive trajectory and growth problems. Losing means declining leading indicators. Drawing means comfortable stagnation. The diagnosis determines the intervention.
04/21/2021 · 5 min read
A declaration is a statement. A decision is a behavior change. Close the gap with a four-step loop: identify the daily inputs your goal requires, track those behaviors (not results), review weekly, and stay direct so today's hours connect to this month's target.
03/08/2021 · 6 min read
Most agency anxiety is a visibility problem. Run accountability across four domains, production (daily leading indicators, not just monthly close), activity (calls, follow-ups, asks), service (response time, first-contact resolution, errors), and owner (external coach or peer group). Knowing the numbers is what kills the anxiety.
02/15/2021 · 6 min read
Insurance agents who complain less grow faster because complaining feels productive but burns the time and attention that builders spend responding. Run a one-week complaint audit, categorize every gripe as within or outside your control, and shorten the gap between problem and response.
08/21/2020 · 6 min read
Run a five-area self-assessment in writing every quarter: personal production habits, response to adversity, relationship with discomfort, awareness of your blind spots, and ability to develop people. Comfort is not a growth strategy. Your agency reflects your current level of development.
12/25/2019 · 7 min read
An agency accountability system has four parts: clear daily numbers per role, daily visibility for the person and the manager, a 10-minute morning huddle plus 5-minute end-of-day report, and real consequences and recognition tied to the numbers. The owner has to be inside the system, not exempt from it.