Are dual roles holding you back?
Wearing multiple hats is usually done out of necessity; however, that doesn’t eliminate the fundamental problem of dual roles.
It is shocking to what degree, and how consistently, insurance agency leaders struggle with holding everyone on the team accountable for doing their job.
The hybrid nature of the industry often has each person playing dual roles. The role of producer is almost always responsible for both writing new business and holding on to current clients. In fact, it’s a rare situation where a producer focuses purely on production.
If structured properly, the dual role makes sense. But the “structured properly” part almost never happens.
Related: The day the producer model died
Wearing multiple hats is usually done out of necessity; however, that doesn’t eliminate the fundamental problem of dual roles: One role helps move the agency forward, while the other keeps it from falling backward.
The split personality of the producer role allows the real problem to take root: The producer will often hide behind the most comfortable role (servicing clients).
Of course, it is critically important to retain current clients, but there is a whole team whose primary job and skill set is focused on retention. The producer needs to be a part of this team, but they need to be properly placed within it.
Two ways to protect you from yourself
Introducing role clarity and accountability for the first time may be a bit uncomfortable for everyone. Just follow a couple of key ideas.
Who does what? Way too many producers try to make themselves the all-important linchpin to the agency-client engagement. I can’t tell you how many producers I have heard brag that they tell their clients, “Call me for EVERYTHING, day or night.” And, guess what? The client does exactly as instructed.
This isn’t good for anyone.
- The client has the wrong person dealing with their problem; the account management team is way more skilled at dealing with the details of service issues than the producer.
- For the agency, having the producer focused on service issues takes them away from production activities.
This doesn’t mean the producer doesn’t continue to have interactions with the clients; just ensure they are the right interactions.
Accountability. The second way to protect yourself is by instilling accountability in the organization, something many agency leaders aren’t comfortable doing. Why? Because they mistakenly believe holding someone accountable means only focusing on failures. Accountability simply means we expect everyone on the team to do the job they have been hired to do and a reminder that their role is important enough to monitor and discuss on a regular basis.
In an accountable organization, it becomes manageable to have individuals in dual roles.
- There must be meaningful and measurable goals for the agency.
- Every team member must have clearly defined goals that support agency goals.
- Everyone’s goals must be based on how their role uniquely contributes to organizational success.
- Measuring and discussing the progress towards those goals is in everyone’s best interest.
If you agree, you clearly understand how important it is to cultivate a culture of accountability. When you do, you ensure higher performance from everyone.
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