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11/01/2021 · 6 min read
Genuine client relationships retain better than scripted touchpoints. Hire for warmth, capture specific client details in your CMS, and use them in every call (the lake cabin, the new house, the kid's wedding). The data system supports the relationship, it doesn't replace it.
11/01/2021 · 6 min read
Likeability is built, not inherited. Four learnable behaviors drive it: genuine interest in the prospect, finding real similarity, pairing warmth with competence, and consistency across every interaction. Each one moves close rate, retention, and referrals.
10/30/2021 · 5 min read
Laura Harris's framework: surrender control to documented processes, redefine winning to include team health and business value (not just revenue), and treat your process library as the one asset competitors cannot copy. Build one process, run it 30 days, refine, repeat.
10/29/2021 · 5 min read
Proactive agencies grow because they play offense on three fronts: client retention (reach out 60 days before renewal), team retention (ask producers what would keep them two years), and market shifts (read carrier signals early). Protect 10 hours a week for proactive work and delegate the reactive.
10/29/2021 · 5 min read
Proactive insurance agencies win by moving first: 60-day pre-renewal calls before clients see the rate hike, specific referral asks after positive moments, monthly leading-indicator reviews with producers, and active carrier rep relationships. Reactive management feels efficient daily and costs you over a year.
10/28/2021 · 6 min read
Turn satisfied insurance clients into loyal ones by designing four stages: an onboarding welcome call that introduces your service model, proactive mid-year and event-based touchpoints, claims conversations that lead with acknowledgment, and rate increase outreach 30 days before renewal instead of after.
10/28/2021 · 6 min read
Turn NPS data into growth: call every detractor personally within 48 hours, give every promoter a frictionless referral mechanism, mine open-ended feedback for the two or three behaviors creating detractors, and tie team-member-level NPS to coaching and hiring decisions.
10/27/2021 · 5 min read
Agency satisfaction scores measure the absence of friction, not the presence of loyalty, which is why satisfied clients still leave at renewal. Eric Spring says watch retention through rate hikes, referral rate, unsolicited contact, and multi-line ratio instead. The gap between satisfaction and retention is the real strategic problem.
10/25/2021 · 6 min read
Prevent E&O claims with four agency QC practices: structured application review before binding, policy review against the quote at delivery, structured renewal audits with real client questions, and documentation discipline so every coverage discussion lives in the CRM.
10/23/2021 · 6 min read
Agents close internet leads with three principles: contact every new lead in under five minutes, run a written seven to ten touch sequence across phone, text, voicemail, and email, and open every first call with three to five discovery questions before any number leaves your mouth.
10/22/2021 · 5 min read
Every agency has wins, losses, and draws right now. Run the 90-minute self-assessment: score retention, new business production, team performance, profitability, client satisfaction, and owner time allocation with actual numbers. Name the losses. Find the draws that are eating capacity. Build one fix for the biggest loss.
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.
10/21/2021 · 7 min read
Three de-biasing techniques that actually move agency decisions: the pre-mortem (assume the decision failed, list why), structured disagreement (assign one person to argue against the plan), and the information audit (where did this data come from, who has a different view).
10/20/2021 · 5 min read
Four cognitive biases drain agency decisions: confirmation bias (only seeing what supports your call), sunk cost (keeping the producer because of past salary spent), availability bias (one vivid loss skews your whole strategy), and overconfidence (10 years of experience builds blind spots).
10/18/2021 · 5 min read
Every insurance agency owner operates in one of four modes at any given time: manifesting, thriving, surviving, or prevailing through adversity. Understanding which mode you're in and what it takes to shift changes how you approach every decision in your business.
10/18/2021 · 5 min read
Manifest, thrive, survive, prevail are four cycling stages of agency ownership. Manifest constructs a vivid three-year vision. Thrive executes. Survive triages two or three vital signs. Prevail integrates what survival taught you. Naming the stage targets the strategy.
10/16/2021 · 5 min read
Mega agency owners operate from a leverage mental model, not personal capacity. They build specialist team architecture (dedicated sales, service, and ops), manage culture as an active leadership function, and evolve the owner role from producer to system-builder to strategic leader.
10/16/2021 · 5 min read
Stephanie Hamilton's mega agency playbook comes down to three disciplines: define the role before you hire for it, treat retention as a growth strategy not just a defense, and accept that culture is determined by what you tolerate, not what you post on the wall.
10/15/2021 · 6 min read
Stoicism gives insurance agents three operating tools: the dichotomy of control (act only on what you can move), negative visualization (mentally walk worst-case scenarios to defuse them), and equanimity without indifference (care about the work, detach from the outcome). Daily reflection makes it stick.
10/14/2021 · 6 min read
Structured onboarding has four parts: pre-start preparation, a detailed first-week agenda, a written 30-60-90 day plan, and weekly check-ins for the first 90 days. Cutting early turnover even 20 percent pays for itself many times. Make hard underperformance calls early.
