Why is this the case? Largely, the Affordable Care Act.

“If you think back before ACA, there was a consistent rhythm to how we did business, but that’s not the case anymore,” he said.

If you’ve read any of Trokey’s recent columns in BenefitsPRO magazine, you know he is prepared to make the changes necessary to operate in the disruptive world ACA has created—and he encourages others to do the same.

That disruption isn’t limited to a few things, but everything: how products are distributed, how revenue flows, how brokers operate in every quarter of every year. As Trokey said, this kind of disruption means there needs to be some way to regain control. The solution?

“We cannot afford the luxury of being accidental anymore,” he said. And according to Trokey, it all comes back to prospecting and building a viable pipeline for sales, but through intentional behaviors that become habits, which become results. But, this can’t happen if prospecting isn’t a priority. And it certainly can’t happen if you’re not prepared.

Building (and winning) the pipeline

The first step in that preparation is believing, as a broker, you and your business are a privilege for clients, Trokey said.

“You need to only take on clients that understand that privilege,” he said. “Use it as a filter to determine which prospects become your pipeline.”

Putting the audience in the hot seat, Trokey asked, on a scale of 1 to 10, about the health of the audiences’ pipelines. No one raised their hands for 10 or 9. Not any for 7 or 8. The lion’s share popped up in the 5 to 6 range.

When pushed on what has been useful for a sales pipeline, the audience suggested ideas such as networking with alike businesses, building centers of influence, referral programs (one woman said her group donates to local nonprofits as part of their referral process, even if nothing comes of the recommendation in the end), dropping off six-packs of beer, and using LinkedIn more effectively.

The sales conversation comes next, and yes, preparation is yet again key. “Winging it” cannot be an option, Trokey said, a sentiment echoed often during Keneipp’s presentation.

“Never lose because the competition was better prepared,” Trokey said. “Develop your version of an account strategy plan.” Trokey said in order to create a plan, get in the know about who you’re talking to: Find out what their industry is, what their goals are, who the decision makers are, and identify their challenges.

“Remember the client’s story is the one that matters. You’ll be able to better serve them and their needs, and you’re going to win more often.”

Yes, wins may be more prevalent, but still, rejection and objection are part of the broker way of life.

“It happens to everyone, and objections are predictable,” Trokey said, yet when faced with the expected, brokers and benefits professionals are often left with two choices: Flight or fight.

Trokey’s suggestion is to broaden your options: Build a library of all your rejections and objections. Script them out, and even prepare a response. Practice it, role play it, and next time, you’ll have a third (better) option.

Prospecting and marketing go hand-in-hand

But, what good is sales prospecting if you don’t have effective marketing? As Trokey pointed out, prospecting is about filling the pipeline in the short term—marketing is how you keep it full in the long term.

And that’s where Keneipp came in.

“Marketing is the first step of selling,” she said. “Prospecting is for generating interest, but marketing supports those prospecting efforts.”

When asked how many in the room were already doing effective marketing, only about four or five hands popped up.

“Make yourself interesting, thoughtful and compelling so buyers want an in-person meeting with you,” said Keneipp. But this can be difficult, especially if the core of your organization isn’t as clear and defined as you want it to be.

Keneipp then dug into the workshop aspect of the session, encouraging audience members to dive into the culture, values, purpose and aspirational brand of their businesses. “How you define yourself internally with values, purpose and culture becomes how you are perceived externally,” she said.

Beyond that, Keneipp emphasized Phase 3 of what comprises a true marketing base: a website with personality and defined services; a LinkedIn presence that’s active and engaging; writing on company blogs and trade publications; speaking engagements that allow face-to-face interactions; and prospect and client communications through various efforts and platforms.

Then she asked the same question she did to begin the session: “Now, how many of you think you’re doing effective marketing?” No hands went up the second time.

But that’s OK, Keneipp told the group. That means there is plenty of opportunity for those who plan for intentional marketing. This is done by defining the business brand, defining a marketing strategy, and determining activities.

“Don’t just go out and do marketing,” she said. “Begin with the end in mind. Define your goals and work backwards.”

When you have a handle on those aspects of your business—it takes time, so yet again, be prepared—it’s time to focus on your audience. Identify their challenges and “forget about what you do and the services you provide—focus on the problems you solve for clients.”

Whether it’s sales or marketing, take a page out of the Boy Scout handbook and be prepared. It’s one way to dismantle the disruption.