Page 18 of 34 · 680 total
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.
10/14/2021 · 6 min read
Filter candidates with a follow-instructions test embedded in the job post, use behavioral questions tied to resilience and coachability, and run an observed 30-minute sales simulation before any offer. Then run 30, 60, and 90 day checkpoints. Catch misfits at month one, not month four.
10/13/2021 · 6 min read
Build a hiring circuit that runs even when no role is open: visible employer brand, formal referral program with a real bonus, monthly conversations with potential future hires, specific job descriptions that filter by self-selection, and behavioral interviews with a real skills sample.
10/13/2021 · 6 min read
Dave Williams's hiring circuit has five phases: attraction with a job post written as a sales document, initial filtering, structured behavioral interviews, observed performance simulation, and a 90-day onboarding ramp. Treat every bad hire as a circuit gap to fix, not a person to blame.
10/11/2021 · 6 min read
Sales scripts work for insurance agents when built right and drilled to fluency. A strong script needs five components: an opener that hooks attention, discovery questions that actually discover, a bridge from need to solution, pre-thought objection paths, and a close that explicitly asks. Fluency requires volume, not just reading.
10/09/2021 · 5 min read
Lackluster leadership kills agencies through four quiet failures: abdication dressed as delegation, inconsistency that erodes trust, a feedback deficit that makes good work invisible, and pure reactive firefighting that never lets strategic work happen.
10/09/2021 · 5 min read
Bad leadership costs an agency its best people, best clients, and production ceiling. It shows up in five patterns: feedback only flows during problems, standards get applied unevenly, the owner is the decision bottleneck, hard conversations get postponed, and vision is announced once and never reinforced.
10/08/2021 · 6 min read
Write your agency's purpose as one paragraph with a premium target, team size, niche, role you want to play, and a deadline. That paragraph becomes the filter for every hire, market, tool, and calendar decision. Vague goals produce vague results.