A choice of dramatically different paths

When speaking at industry events, I often ask, “Who knows the opening line from ‘A Tale of Two Cities?’”

Someone always shouts, “It was the best of times; it was the worst of times.” This is followed by laughter in the room. There isn’t anything that can more accurately describe the state of our industry.

It’s easy to see why some feel it’s the worst of times. There have been countless casualties of this transformational era through which we are moving, and there will be countless more.

However, there has also never been a time of greater excitement, growth, or potential.

We’re being challenged in ways and at a level we’ve never seen before. This change paralyzes some and energizes others.

Panic mode

I received a call from a panicky agency owner who felt he was doing many of the right things. He told me he recently:

• Found some new insurance products he thought prospects/clients would like • Signed up with a technology partner • Hired a telemarketing company to set appointments for him • Engaged a marketing company • Procured value-added services he felt were differentiators

Despite all this, he felt further behind and less sure than ever. And he was.

Why do you do what you do?

I asked him a few basic questions.

Why did you feel these were the proper steps? Do they fit your strategic plan?

Answer: “I don’t have a master plan.”

Who will execute and implement these resources? Answer: “I’m not sure; everyone is already SO busy!”

What makes you think your prospects/clients want/need them? Answer: “They just felt right to me, and I’m pretty sure my competition has them.”

How does your pipeline look? Answer: “It’s empty.”

If you pile new stuff onto an unstable foundation, don’t be surprised if the structure crumbles under your feet.

You can’t buy your way out of this

What’s particularly frustrating is that I had talked with him several months before about the need for strong leadership, and how he needed to:

• Create a vision of the agency he wanted/needed to become • Build a plan to ensure the vision becomes a reality • Share the vision with the team and discuss their progress regularly • Get his pipeline filled • Establish processes and procedures

These actions build a strong foundation but require involvement and leadership.

He said, “I know I need to do them, but I just can’t seem to make it happen.”

I replied, “You have to participate in saving yourself.”

I know he felt he was saving himself with his actions, but the reality was that he was digging himself into a deeper hole.

I can appreciate how difficult it is to put the foundation in place; I understand the hard work can suck.

But what sucks more:

Doing hard work that is critically necessary? Or knowing that you are slipping a little further behind with each passing day?

Related: 

Who’s in the pipeline? 10 ways to keep a steady stream of benefits leads & prospects

How to increase benefits ROI during open enrollment

Voluntary benefit offerings expand to address health care costs in tight labor market