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05/16/2022 · 5 min read
Grow your insurance agency by building a business, not a practice. Hire ahead of the growth curve, design client experience as a consistent system, build peer accountability into the team, and pick niches and go deep instead of chasing every product.
05/11/2022 · 5 min read
Owning an insurance agency is hard because you own every problem, manage people you were never trained to manage, carry six months of cash burn, and set the cultural temperature daily. Build financial and emotional reserves, invest in leadership development early, and surround yourself with operators who have done it.
05/09/2022 · 5 min read
Elite insurance sales agents share five traits: systematic consistency, process orientation over outcome obsession, genuine curiosity about clients, emotional resilience under rejection, and a built-in commitment to continuous learning. Every one of them is screenable in interviews and trainable on the job.
05/04/2022 · 5 min read
Build consistent production with a Sunday planning habit, protected sales blocks, weekly producer scorecards with five to seven metrics, performance-weighted lead distribution, script mastery, and a five-minute daily debrief that turns activity into iterative improvement.
05/02/2022 · 5 min read
Drive consistent agency growth by tracking the five daily behaviors you control instead of the outcomes you don't, treating rejection as evidence of activity, and reframing every challenge as a skill you haven't built yet. Client relationships are the revenue engine, not the soft stuff.
04/27/2022 · 5 min read
Running an insurance agency as a real business means a documented operations manual, a financial model you understand (CAC, LTV, revenue per producer), structured hiring and onboarding, a consistent client experience that runs without you, and a 3-year written plan. The inflection point hits between $500K and $1M in premium.
04/25/2022 · 5 min read
Internet leads need first contact inside five minutes, three call attempts per day for three days, a parallel text channel, and curiosity-only voicemails. Run the sequence from your CRM, not memory. Most agents quit at two touches when six to twelve is what converts.
04/20/2022 · 5 min read
Chris Marok's playbook: ask for referrals at the moment of yes, run a multi-touch follow-up cadence inside the CRM, build automated client anniversary touchpoints for retention, treat every no as a relationship in incubation, and hire for character with insurance trained on top.
04/18/2022 · 5 min read
Chris Marok grew an Alaska agency by going phone-first instead of in-person, leading every conversation with education and questions instead of pitch, segmenting the market by industry and referral potential, and treating follow-up discipline as the non-negotiable in a thin market.
04/13/2022 · 5 min read
The real roadmap to a successful insurance career follows five phases: 90 days of activity volume (20+ prospect conversations a day), identify your one best lead source, build a CRM-driven follow-up system, ask for referrals at every natural moment, then cross-sell existing clients. Sequence beats talent.
04/11/2022 · 5 min read
Your insurance agency needs a training manual before the next hire because it cuts ramp time from six months to six weeks, institutionalizes what works after turnover, and turns hiring into a system. Five modules: playbook, products, sales process, tools, expectations.
04/06/2022 · 5 min read
Consistency in premium production comes from a documented sales process, a premium floor that defines minimum daily activity, weekly data-led one-on-ones, and structured referral asks at every touchpoint. Motivation fluctuates and systems don't. Run the machine, not the mood.
04/04/2022 · 5 min read
Chad Kish keeps premium constant with a protected daily production block, input-metric tracking (calls, contacts, quotes), immediate CRM logging, and a rejection framework that treats every no as a neutral data point. Evaluate the system on weeks, not days, and the output stays stable.
03/23/2022 · 5 min read
Keith Zabrocki sustains agency growth with compounding lead sources, a three-touch retention system, documented service standards, and authority-based delegation. The biggest mistake he made was waiting too long to build systems instead of carrying everything personally.
03/21/2022 · 5 min read
Keith Zabrocki grew his agency by treating it as an enterprise, not a high-income sales job. The decisions that drove it: a clear vision, deep carrier relationships over wide ones, and team capability as the real ceiling on growth.
03/16/2022 · 5 min read
Hire when the owner spends more than 20 percent of time on tasks a well-trained staff member could handle, revenue is stable enough to support payroll, or service quality is visibly slipping. Hire in the right sequence: service first, production support second, operations and management roles third.
03/02/2022 · 4 min read
Calculated risk means you have assessed the probability, the worst-case cost, and the expected value before acting. The highest-return categories: investing in capacity ahead of revenue, entering a new market once you have hit a ceiling, and saying no to bad business that erodes book quality.
02/28/2022 · 5 min read
Trying to serve everyone is a strategy for serving no one particularly well. Go narrow and deep: pick one client type, build genuine expertise in their risks, and become the agent that community sends to each other. Specialization beats generalism in every measurable outcome.
02/23/2022 · 5 min read
Tom Birks broke through the owner-as-bottleneck ceiling by documenting decision trees for difficult situations, building a quality review process for client communications, and investing in commercial lines capability before personal lines revenue justified it. He also hired ahead of demand. Each move unlocked the next growth tier.
02/21/2022 · 5 min read
Tom Birks built his New Jersey agency on three commitments: same-day response when competitors go to voicemail, proactive communication before renewals rather than after, and genuine coverage advocacy instead of selling the cheapest option. He added referral networks with real estate attorneys, mortgage brokers, and financial planners.