October 2016 Wisconsin Professional Agent

PROFESSIONAL AGENT ard of Direc 6-2017 Bo tors 1 0 2

OCTOBER | 2016

What’s Inside?

Stop Waiting by the........... 12 Phone Convention 2016................. 16 8 Full Pages YPC Golf Outing.................. 24 Education Section (see yellow tab pages)..... 27 Errors & Omissions............ 33 Retired in Place.................. 34 Are Your Employees.......... 35 Motivated?

Making Mistakes............... 40

(l/r) Michael D. Keener, CIC; Matt J. Cranney, CIC, CRM, Treasurer; LouAnn Herriges, CIC, CISR, Past President; Sean M. Paterson, CIC, Secretary; Julie D. Ulset, CPIA; Brian MacGillis, CPIA, President; Rick W. Clements, LUTCF, MDRT, Past President; Dennis D. Kuhnke, CIC, CPIA, National Director and Past President; Tom A. Budzisz; Sandy L. Hardrath, CIC, CPIA; John W. Klinzing, CIC; Jodi L. Cordes, CIC, CRM, Vice President; Jeremy Cordova, CIC

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GOLD SPONSORS T E AM

New Members.................... 42 Restrictive Convenant....... 44 Revised

Digital Editions of PIAW Magazine Available at www.piaw.org

Your customers like working with a local agent to handle their insurance. We think you deserve the same kind of attention. That’s why EMC has a fully staffed branch office in your area — to respond quicker and with a greater understanding of your area’s needs. It’s just one of the many reasons you and your policyholders Count on EMC ®.

MICHAEL LESTER, CPA Premium Audit Manager EMC Milwaukee Branch

LOCAL SERVICE FOR YOU

AND YOUR CLIENTS. MILWAUKEE BRANCH OFFICE 2 Phone: OCTOBER 16 855-495-1800 | milwaukee@emcins.com

www.emcins.com ©Copyright Employers Mutual Casualty Company 2016. All rights reserved.

From the

President Brian MacGillis, CPIA — President, PIA of Wisconsin

PIA: Working for You This year marks the 6th year I have served on the PIA’s Board of Directors. Your association is certainly stronger today than it was 6 years ago. What has PIA of Wisconsin accomplished for you, our members, over the last 6 years?

Greatly Increased our Legislative Presence • Your Board and many past presidents of PIA serve on the Legislative Committee. We make trips to Capitol Hill in Washington D.C. and Madison to advance small business and insurance legislation. The PIA started its’ Legislative Conduit a few years ago, which has greatly impacted our ability to support pro-insurance and pro-business legislators.

Took the Scholarship Fund from $500 per year to $25,000 • With the diligent work of our YPC Committee and the leadership of our Agent of the Year Ryan Von Haden, the PIA is an industry leader in providing scholarships to young professionals, specifically those interested in our great industry. The current Board of Directors is a reflection of the youth in our industry – if they are not young in years they are certainly all young at heart.

• Increase in Membership While many state associations and trade organizations have seen decreasing numbers in membership and volunteerism, PIA’s has grown. Already in 2016, we have more volunteers for our committee structure than we did in 2015. One of the benefits of being involved is that you get a direct say in how your organization is run. The PIA has always been a member driven organization. Even if you are not involved with PIA, email or call me or another Board Member if you would like your voice heard on a certain topic.

• Expanded Member Benefits Among those are: new legal hotline, online CE options,

personalized marketing materials, updated and relevant brochures and flyers, social media posts to share with your customers, agency management seminars, career postings and sample producer contracts.

Looking Ahead...the next 6 years?

1. The independent agency force has shown it is willing and able to adapt. Our customers have a propensity to research online but prefer to protect their homes and businesses with the guidance of a licensed professional.

2. PIA will grow its' current smorgasbord of member benefits. The purpose of the Agent Service Committee is to survey the membership force and use the results to develop benefits that are desired and necessary.

3. PIA will adapt and reflect a “task force" structure for their committee structure. Studies have shown that people like to get involved in an organization that has a specific direction and purpose. The volunteerism within PIA has grown over the last year and part of that can be attributed to the promise that your committee or "task force" will have specific projects to complete.

4. Your organization will increase our current presence in Madison and Washington DC. We are blessed to have a number of people in Madison that support the work of PIA and we will continue to foster strong relationships with those who support what we do as insurance professionals for the people of Wisconsin.

5. The makeup of the Board's, task forces, and volunteers is certain to change. From what I have seen the last 6 years, I am confident that those groups and our association will be stronger than it is today.

Thank you for your support of PIA. We are here working for you!

Looking for Success? The Feeling Is Mutual.

Rockford Mutual is committed to building strong agent relationships and offering competitive products and outstanding claim service. And that means, when you’re successful, we’re successful. Ready to get started?

For more information about becoming an independent agent for Rockford Mutual: please contact us at 815/489-3158 or visit www.rockfordmutual.com

OCTOBER 16 3

Memos from

Madison Ron Von Haden, CIC — Executive Vice President, PIA of Wisconsin

Search Marketing Program AGENCY EXPERTS AGREE that social media is critical for every independent agency. Your customers and prospects are using Facebook, LinkedIn and others on a daily basis and are shopping constantly via the internet. You need to reach out to them. How can an agency establish and manage their social media accounts? Who has the time and expertise to do all the work and still perform the functions that they were hired to do at the agency? How can an agency promote itself with ads on web sites? How can I market on the internet just like the big guys? Managing social media accounts and marketing on the internet can be a daunting challenge for most agencies.

Let PIA come to your rescue! PIAW has teamed up with Insurance Marketing Partners to bring digital marketing programs exclusively to PIAW members.

Mike Peterson, CIC, of Insurance Marketing Partners will take the burden off you and your staff with a Social Marketing Program. Mike is a professional at digital marketing. He can redesign your Facebook and LinkedIn pages; target people who “Like” your page to promote your agency and encourage online referrals. He will create and share about fifteen pieces of content every month.

He will also target a group of prospects, as defined by the agency. Many times this group will be of a certain age, live within a certain number of miles of the agency, and even those that own a home, are married or have a certain income.

He can create ads that are compelling and grab attention.

The Search Marketing Program leverages the fact that many consumers (as much as 75%) start their search for insurance with a search engine such as Google or Bing. Most independent agents struggle to compete with Geico, Farmers,

GERMANTOWN MUTUAL INSURANCE COMPANY W209 N11845 Insurance Place PO Box 1020 Germantown, WI 53022-8220 Phone (262) 251-6680 Fax (262) 623-3130 www.gmic.com

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American Family and State Farm when it comes to showing up in search results for a term like “car insurance quote.”

With this program, you can be just as big as the big guys!

The program also includes important features for your agency such as: • Agency website review to make you show up higher in search engine results; • Creation or correction of online listings to make you show up in more searches; • Encouraging online reviews such as Angie’s List, Yelp, Google Maps and Facebook; • Email Newsletter on a quarterly basis direct to your clients.

So, these programs must cost a ton of money, right? No, the costs are unbelievably low. Even as low as a $397 setup fee and $97.00 per month! The biggest package, with all the bells and whistles is only $697 setup fee and $177.00 per month.

Every PIA member agency needs to check these programs out.

You can contact Mike at https://insurancemarketingpartners. com/piaw/ or email to mike@insurancemarketingpartners. com or by phone at (715)797-2432.

End the hassle of maintaining your social media accounts yourself or having it done by a staff person. Improve your agency, reach more prospects, retain more business, get more referrals and make more money. Contact Mike now and ask about the special PIA digital marketing programs.

AND REMEMBER …..The trouble with being a door-to-door hearing aid salesperson is that your best prospects never answer.

OCTOBER 16 5

From the

Boardroom John Klinzing, CIC – Director, PIA of Wisconsin

The PIA "Thinks Big" 65+ Years in Insurance I’m reminded of a story I heard a long time ago by a man who helped to shapeme and grow my business. You may have heard this story or heard me tell this story before, but it still rings true today!

The story is about a man who every morning would leave his home for work. Each morning this man would walk several blocks to the bus stop and catch the bus ride in to work.

Each morning he would leave with a smile on his face, the newspaper under his arm, and his positive demeanor.

One morning on his walk to the bus stop, the man passed by a street corner where there was this little boy and a dirty little dog. Behind the little boy was a small sign that read, “Dog for Sale… 25 cents”. The man didn’t think much of it and went on his way to work. For the next several mornings the man would pass by, and this little boy would be on the corner with this dirty little dog and the sign that read, “Dog for Sale... 25 cents”.

After seeing this for several mornings, the man approached the little boy and said, “Sonny, I see you have your dog for sale”.

The little boy answered, and said “yes sir, I do”. The man then asked the boy why he hadn’t sold his dog, and the little boy said, “I don’t know why”. The man then asked the little boy if he would like some help, and the little boy enthusiastically said, “yes sir”. The man said “Sonny, nobody wants a dirty little dog for twenty five cents”. “Sonny, you need to think big”. “Take your dog home, give him a bath, and raise your price, then you’ll sell him”.

Well, that next morning, on his way to work, the man saw the little boy on the corner. The little boy had washed his dog, put a big red ribbon on his neck, and had a huge sign that read, DOG FOR SALE - $10,000 dollars. When the man walked over to the little boy and said, “Young man, I know I told you to think big, but that’s ridiculous, nobody’s going to pay ten thousand dollars for that dog”. The little boy looked up at the man and said, “Mr., you told me to think big, and that was the biggest number I could think of, and I’ll sell him for ten thousand dollars”. Well the man didn’t want to discourage the little boy, so off he went to work.

The next morning on his way to work as he passed the corner where the little boy was, the man was amazed. The little boy was gone, the dog was gone, but the sign was still there.

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The little boy had crossed out For Sale and printed SOLD. Well, the man thought to himself for a moment and thought this was worth being late to work for. So he found the house where the little boy lived and knocked on the door. The little boy came to the door and the man said, “Sonny, I see you sold your dog”. The little boy answered, “yes sir, and I want to thank you for helping me to think big”! The man looked at the little boy and said, “I see you’re not out there, and the dog is gone, and I’m sure no one would pay ten thousand dollars for that dog, so really, how much did you get for him”? The little boy answered, “I got ten thousand dollars for him”. The man looked at the little boy in amazement and said with excitement, “Well, how in the world did you get ten thousand dollars for that dog”? The little boy looked at the man and answered, “I took two five thousand dollar cats for him”.

The moral of this story is that no matter how ridiculous it might be, remember to always THINK BIG, as “Something Always Happens” By now you are asking yourself, what does this have to do with the PIA of Wisconsin and thinking BIG! Well, just having recently attended the kick off of our 2016-2017 season and committee meetings under the leadership of President Brian MacGillis, your PIA of WI is poised and excited to roll out more new BIG IDEA’S and member benefits. Your board members, executive leader’s, PIA staff and committee members are working hard to continually THINK BIG to find ways to serve YOU, the member. Below are just a few of the upcoming big thoughts and new introductions.

•

PIAW Digital Marketing Programs

•

CPIA Scholarships – several of our company partners are participating

•

New and Updated CIC and CISR classes

•

Exciting Winter-Get-Away Fun

•

Exciting Convention Fun

• Automation •

Legislative Support for our industry

•

Plus many more exciting opportunities

Remember to always…THINK BIG!

West Bend knows Preferred Risk Types: – Wood product manufacturers that primarily specialize in manufacturing finished wood products or components – Secondary woodworking operations that machine, cut, shape, turn, glue, finish, or otherwise work with dimensional lumber to manufacture a finished or component product

Woodworking.

At West Bend, we’re proud of our broad base of knowledge when it comes to commercial risks. Over the years, however, we’ve developed extensive expertise of certain risks and the skills needed to underwrite them.

That’s why we’re more competitive in writing these classes.

Like woodworking.

If you have a woodworking risk, contact your West Bend underwriter. We look forward to sharing our expertise with you, and providing the best coverages necessary to protect your valued customers.

OCTOBER 16 7

OCI Administrative

Actions Ted Nickel — Commissioner of the Office of Insurance

Madison, WI—OCI has taken the following administrative actions. In many of these cases the respondent denied the allegations but consented to the action taken. Any forfeitures paid in these administrative actions are deposited in the Common School Fund which is administered by the Board of Commissioners of Public Lands. The earnings from this fund are distributed to all public K-12 schools in Wisconsin and are used by school libraries to purchase books. Copies of the administrative action orders may be viewed online at https://ociaccess.oci.wi.gov/ OrderInfo/OrdInfo.oci.

OCI is responsible for overseeing the operations and marketing of insurance companies and agents in Wisconsin.

OCI encourages anyone with a question or a complaint regarding an insurance company or agent to contact the office at this toll-free telephone number: 1-800-236-8517.

Allegations

and

Actions Against Agents

Justin Baumann, 2733 N. University Dr., Apt. 202, Waukesha, WI 53188, had his application for an insurance license denied for 31 days. This action was taken based on allegations of failing to disclose a criminal conviction on a licensing application.

Sandra Fowler, 42 American Ave., Concord, NC 28025, had her insurance license revoked and was ordered to pay a forfeiture of $300.00. These actions were taken based on allegations of failing to timely report administrative actions taken by the states of Georgia, Louisiana, Maine, and North Dakota; failing to comply with the terms of a previous Wisconsin administrative action; and failing to respond promptly to inquiries from OCI. Michael Glodoski, 219 Minshall Ave., Apt. 1, Viroqua, WI 54665, had his application for an insurance license denied for 31 days. This action was taken based on allegations of failing to disclose a criminal conviction on a licensing application.

Robert M. Herb, 829 Renninger Rd., New Franklin, OH 44319, had his application for an insurance license denied for 31 days. This action was taken based on allegations of failing to disclose an administrative action taken by the state of Ohio on a licensing application.

Jeffrey J. Hershberger, 1940 Easlan Dr., Plover, WI 54467, had his application for an insurance license denied for 31 days.

This action was taken based on allegations of failing to disclose a criminal conviction on a licensing application.

Justin M. Howard, 3660 E. University Dr., Ste. 3, Mesa, AZ 8 OCTOBER 16

85205, had his application for an insurance license denied for six months. This action was taken based on allegations of failing to disclose a criminal conviction and administrative actions taken by the states of California, Massachusetts, Virginia, Maine, Delaware, and Alabama on a licensing application.

Kelly J. Linster, 3645 Bailey Ridge Ct., Woodbury, MN 55125, had his application for an insurance license denied. This action was taken based on allegations of having administrative actions taken by the states of North Dakota and Minnesota.

Katie A. Manor, 414 Red Pine Ave., Cameron, WI 54822, had her insurance license revoked. This action was taken based on allegations of owing delinquent Wisconsin taxes.

Danny C. Market, 240 W. Washington Ave., Fall Creek, WI 54742, agreed to the 60-day denial of his application for an insurance license and agreed to timely disclose this and any future administrative action, or any criminal or civil charges, to OCI. These actions were taken based on allegations of failing to disclose criminal convictions on a licensing application, having a criminal conviction that may be substantially related to insurance marketing type conduct, and failing to provide accurate information to OCI. Timothy M. Mogensen, S15W33156 US Hwy. 18, Delafield, WI 53018, had his application for an insurance license denied for 31 days. This action was taken based on allegations of failing to disclose criminal convictions on a licensing application.

Samantha M. Peaslee, 602 Roosevelt Dr., West Bend, WI 53090,

sota on a licensing application.

had her application for an insurance license denied for 60 days. This action was taken based on allegations of failing to

J. Herbert B. Sigmon, 700 Walnut Ridge Dr., Apt. 2018, Irving,

disclose criminal convictions on a licensing application.

TX 75028, had his application for an insurance license denied.

This action was taken based on allegations of failing to disclose

Michelle M. Samadany, 13611 S. Tracewood Bend, Houston, TX 77077, had her application for an insurance license denied for 60 days. This action was taken based on allegations of failing to disclose a criminal conviction and administrative actions taken by the state of Ohio on a licensing application.

Michelle M. Samadany, 13611 S. Tracewood Bend, Houston, TX 77077, had her application for an insurance license denied.

This action was taken based on allegations of submitting a duplicate application to avoid a temporary denial that had been previously issued.

Brian Schoenbeck, 602 Roosevelt Dr., West Bend, WI 53090, had his application for an insurance license denied for 31 days. This action was taken based on allegations of failing to

an administrative action taken by the state of Wisconsin on a licensing application, providing inaccurate information on a licensing application, and owing delinquent child support.

Dawn M. Splittgerber, W8207 Wolf Dr., Pardeeville, WI 53954, had her application for an insurance license denied for 31 days. This action was taken based on allegations of failing to disclose criminal convictions on a licensing application.

Patricia C. Weisgerber, 1515 Vandenbroek Rd., Little Chute, WI 54140, had her application for an insurance license denied.

This action was taken based on allegations of failing to disclose a criminal conviction on a licensing application, providing false information on a licensing application, and having

disclose a criminal conviction on a licensing application.

unpaid civil money judgments.

Michael R. Severance, 7905 Pioneer Tr., Loretto, MN 55357,

Antonio C. Williams, 8 Mt. Vernon Ct., Madison, WI 53704,

had his application for an insurance license denied for 31

had his application for an insurance license denied. This action

days. This action was taken based on allegations of failing to

was taken based on allegations of having unpaid civil money

PIAadministrative Wis 7.5x5 Handshake 4-16.pdf AM disclose an action taken 1by 3/24/16 the state 7:47 of Minne-

judgments and court costs.

OCTOBER 16 9

I realize the importance of political contributions to the future of the Professional Insurance Agents of Wisconsin and our customers. I want to be part of the process leading to success in achieving PIA’s goals in the Wisconsin Legislative arena. Please hold my contribution as a deposit in the PIA Legislative Conduit account to be used at my direction. I understand that I will be contacted in the future, by telephone, email or direct mail, to authorize the use of these contributions. I will be asked to respond with my signature on appropriate authorization forms.

Name:___________________________________________________________________________________ (Please Print)

Primary Employer:________________________________________________________________________ (required to disburse any contributions greater than $100, by Wisconsin Law)

Business Address:_____________________________ City:_____________ State:_______ Zip:__________ Home address:________________________________ City:____________ State:_______ Zip:___________ Business phone:______________________________ Home phone:_________________________________ Email address:_____________________________________ Contribution amount:____________________ Credit Card Payment Name on card:_________________________________ Signature:__________________________________ Amount:______________ Card Number:_________________________________ Exp. Date:____________ Billing address on card:_____________________________________________________________________ City

State

Zip

Contributions are NOT tax deductible for income tax purposes. Donations must be made from Personal accounts only.

NO Corporate or Business Checks or Credit Cards accepted Return to: PIAW Legislative Conduit Account PIA of Wisconsin, Inc. ● 6401 Odana Rd. ● Madison, WI 53719 Fax: 608-274-8195 ● www.piaw.org ● Email: rvonhaden@piaw.org

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8th Annual P IA

Winter Get-Away

MARK YOUR CALENDAR! February 8 – 10, 2017, Minocqua, WI Visit piaw.org for details, registration, and sponsorship opportunities!

It’s your move. Now what?

Plan for the future and join Wisconsin’s largest independent agency. Our culture, services and carrier options provide an array of solutions benefiting both your clients and you.

• Be a Producer Owner at RRA and keep your book • Allow RRA to handle administrative details • Continue working until you decide to step back or retire • Find the right buyer for your book and maximize your return Confidentially Contact Gary Burton 414.221.0386 // gburton@robertsonryan.com

www.robertsonryan.com/careers

Attorney ROBERT PROCTER

AXLEY INSURANCE

Attorney TIM FENNER

Attorney MICHEAL HAHN

ATTORNEYS

Providing timely & cost-effective legal services for all types of insurance industry issues.

• Insurance Agency Ownership & Operations • CSR & Producer Employment Matters • Appearances Before OCI

MADISON, WI 53703 | WAUKESHA, WI 53186

• Drafting Contracts • Mergers & Acquisitions • Plans of Perpetuation & Succession • E&O Consultations

800-368-5661 | LAW@AXLEY.COM | AXLEY.COM

OCTOBER 16 11

Stop Waiting by the

Phone

Three Steps to Take to Keep a Sale Moving Forward

Steve was frustrated because he was encountering the same problem over and over. He had a successful meeting with a prospect that expressed interest in his products. The prospect asked lots of questions about the product line and seemed genuinely interested in doing business with him. At the end of the meeting, the prospect told him to reach out in a few weeks when things have settled down. Steve called the prospect several times over the next month, but the prospect never responded. Steve, like so many salespeople, is left waiting and hoping that eventually the prospect will return his calls.

How do you avoid suffering the same fate as Steve?

1. Set up a specific time for the next meeting, before the end of the first meeting. Instead of agreeing to call a prospect “in a couple of weeks” you need to be firm about setting up the next meeting. You can say something like, “I am so glad we got to talk. So we don’t have to play phone tag, let’s pencil in a time and date that would work for us to reconnect on this issue. Would you like me to come to your office again, or do you want to talk over the phone?” Using this tactic holds both parties accountable by setting a date and time for your next meeting.

2. Establish the agenda for the next meeting, before the end of the first meeting. Once you set up the next meeting, you should follow up by confirming what that meeting will entail. You might want to ask a question such as, “To ensure that our next meeting is productive, what should we be prepared to address as our next step?” This question allows you to probe a little further and uncover what the prospect expects to happen during the next meeting.

3. Ask your prospect to do some homework before the next meeting. You want the other person you are meeting with to have some investment in the process, otherwise it is too easy to blow you off; so, ask your prospect to do some sort of “homework” before your next meeting. You could ask him/her to gather some data, bring another person in on the discussion, or anything else that requires them to invest time, money or resources into the relationship.

Salespeople sometimes fall into the trap of being noncommittal, as their schedules get busy and it’s hard to keep appointments. But too often it comes back to haunt them.

Without commitments on each and every call, you lose the formality and structure of a business relationship. You would never expect your doctor to say to you, “Ok, it was nice to have you here for these serious medical tests. I’ll keep in touch.” We expect our doctors to set appointments, 12 OCTOBER 16

by Paul Cherry have formal follow up and come up with a plan of action.

The same should be true for sales professionals. When ending a meeting with a potential new customer, you want to be as proactive as possible. By following the three steps listed above, you ensure that you will no longer be waiting by the phone hoping for a prospect to call.

If you have put these following steps into practice and are still encountering unreturned phone calls, you may consider the following scenarios:

1. IS IT YOU? If you routinely encounter situations where you feel like you are being ignored or avoided, you need to consider why this keeps happening. Are you cold calling people who simply do not have enough interest in your product? Are you talking to the wrong people within these organizations (people without the power to make decisions or people who don’t feel the business pain)? Is your presentation style off-putting, do you talk too much or bore people with your lengthy PowerPoint presentations? Take a good hard look at your process so that you can figure out what is going wrong and how to correct it.

2. IS IT THEM? If a potential client does not call you back, your mind immediately goes to what you did wrong.

But many times, the person who is unresponsive has other things on his/her mind. Maybe he/she is afraid to bring in a new product or service because if things do not go well it will reflect badly on him/her. To avoid this scenario, make sure to ask your potential customers (during your initial meeting) about any concerns they might have or any issues they think might come up. Then you can help alleviate their fears by discussing the results your products and services have been able to deliver to other companies in the industry.

So what ever happened to Steve? Well after Steve started being more proactive with his prospective customers, he no longer had to wait by the phone. He made sure to schedule follow up meetings during his initial meetings with prospects, and his sales increased 20% over the next quarter.

Paul Cherry is President of Performance Based Results and is the leading authority on customer engagement strategies. He has more than 23 years experience in sales training, leadership development, sales performance coaching and management coaching. He is also the author of Questions that Sell: The Powerful Process for Discovering What Your Customer Really Wants and Questions that Get Results: Innovative Ideas Managers Can Use to Improve Their Team’s Performance. For more information on Paul, please visit www.pbresults.com. You can also reach him at 302-478-4443 or cherry@pbresults.com.

GROW YOUR BUSINESS &

RETAIN YOUR IDENTITY

WITH OUR TEAM Visit our website, couriagents.com or give Steve Albinger a call at 800-444-1215.

Scan this with your smartphone QR code reader.

See what our agents are saying about market access, support & great commissions.

OCTOBER 16 13

ers most there when it matters most there when it matters most there when it matters most

Direction

Sheboygan Falls Insurance Company, as part of Donegal Insurance Group, remains committed to our chosen direction for distribution — the independent agency system.

Unlike many others in the industry, Sheboygan Falls has no interest in any other distribution channel.

Instead, we focus our energy on consistently delivering greater value to our agents.

To learn more visit www.sheboyganfallsinsurance.com or call Connie Jones at 800-242-7698 ext. 2800.

Staying true to our chosen course of supporting the independent agency system… another way Sheboygan Falls is “There When It Matters Most.”

Sheboygan Falls Trade Pub Ad - Direction - Half Page 2C.indd 1

3/25/16 1:45 PM

Help Build Your Family’s Financial Future With

PIA Trust Insurance Plans INSURANCE PLANS DESIGNED WITH LOCAL AGENTS IN MIND As a PIA Member* serving Main Street America, you and your employees have access to a variety of highquality, competitively priced insurance plans.

Plans available include: > Basic Term Life** > Voluntary Term Life > Dependent Term Life > Hospital Indemnity > Long Term Disability > Short Term Disability > Business Overhead Expense > Accidental Death & Dismemberment

PIA SERVICES GROUP INSURANCE FUND

*PIA National membership, when required, must be current at all times. **Only available if 100% employer paid and if the employer and 100% of the employees enroll.

No medical underwriting necessary up to guaranteed issue limits.

For additional information about PIA Trust Insurance Plans, please contact your local PIA Affiliate or call the Plan Administrator at 1-800-336-4759. Additional information is also available on-line at www.piatrust.com.

Policies or provisions may vary or be unavailable in some states. Policies have exclusions or limitations which may affect any benefits payable.

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14 OCTOBER 16

In a class by itself.

Over 5,000 Member Agencies Signed Over $5 Billion Written Premium

THE

TOTAL SOLUTION FOR THE

INDEPENDENT AGENT

info@siaa.net | www.siaa.net OCTOBER 16 15

17 Board of Directo 0 2 6 rs 201

(l/r) Michael D. Keener, CIC; Matt J. Cranney, CIC, CRM, Treasurer; LouAnn Herriges, CIC, CISR, Past President; Sean M. Paterson, CIC, Secretary; Julie D. Ulset, CPIA; Brian MacGillis, CPIA, President; Rick W. Clements, LUTCF, MDRT, Past President; Dennis D. Kuhnke, CIC, CPIA, National Director and Past President; Tom A. Budzisz; Sandy L. Hardrath, CIC, CPIA; John W. Klinzing, CIC; Jodi L. Cordes, CIC, CRM, Vice President; Jeremy Cordova, CIC

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THANKS AGAIN TO THE GOLD SPONSORS!

The generous support of the GOLD, SILVER and BRONZE sponsors enables the PIAW to bring you a convention with quality speakers and entertainment.

PLEASE BE SURE TO THANK THEIR REPRESENTATIVES. Silver Sponsors

AAA Wisconsin EMC Insurance Companies Emergency Fire and Water Restoration Nationwide Insurance Rockford Mutual Insurance Company Sheboygan Falls Insurance Company Society Insurance State Auto Insurance Companies The Hanover Insurance Group Western National Insurance Group

Some of the Lucky Winners !

Bronze Sponsors 1st Auto & Casualty Insurance Company Allstate Insurance Company Amerisafe Badger Mutual Insurance Company Frankenmuth Insurance Germantown Mutual Insurance Company Mt. Morris Mutual Insurance Company PIA Services Group Insurance Fund SECURA Insurance Companies Traveler's Insurance

Cash and Prizes. . .

OCTOBER 16 17

OPENING PARTY!

The opening party was a touchdown for the whole family! Kids of any age are welcome to this family fun event!

YPC SCHOLARSHIP WINNERS —$18,000 in Scholarships Given!

Another year the Young Professionals Club have given away $18,000 in scholarships to high school and college students! WAY TO GO YPC!

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We would like to take a moment to thank the generous sponsors as well, we wouldn't be able to give away as many scholarhips if it wasn't for your generosity. Thank you!

CISR Conferees

Robyn accepts her Outstanding CSR of the Year plaque. (l) Mary Czaja, CIC, CISR Board of Governors – The National Alliance (r) Robyn Henslin, CIC, CISR–Cobb Strecker Dunphy & Zimmerman

Speakers

CIC Conferees (l/r) Speaker Kevin Amrhein, CIC, Florida Insurance School CE, chats with Ron Von Haden, CIC, Executive Vice President of PIAW–Inherently Flawed, Education Session Mary Czaja, CIC, CISR, Board of Governors — The National Alliance, New Designee Recognition

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CISR Elite Conferees

TI

CIC,CISR,CISR Elite & CRM Conferment Ceremony

EDUCATION, SPEAKERS & OTHER EVENTS Wisconsin Outstanding CSR of the Year

T E AM

Speaker Kevin Amrhein, CIC, Florida Insurance School CE — Lawn Care to Lipstick, Education Session

CRM Conferee Capitol Steps, Awards Dinner Entertainment

Former Packer and UW Madison star, Mark Tauscher—Recognition Breakfast Keynote

OCTOBER 16 19

BUSINESS MEETING Board Candidates

Board Candidate Dan Wolfgram, AINS, CPIA, R & R Insurance Services, Inc.

Board Candidate Julie Ulset, CPIA, Grams Insurance Agency LLC

Special Guests

Mike Becker, PIA National Executive Vice President

Re-Elected

Rob Hansen, LUTCF, CPIA – PIA National President Tom Budzisz BWO Insurance Group, LLC

Jodi Cordes, CIC, CRM, AF Glass Insurance Agency, Inc.

2016 - 2017 Board of Directors (From left to right) Michael D. Keener, CIC; Matt J. Cranney, CIC, CRM, Treasurer; LouAnn Herriges, CIC, CISR, Past President; Sean M. Paterson, CIC, Secretary; Julie D. Ulset, CPIA; Brian MacGillis, CPIA, President; Rick W. Clements, LUTCF, MDRT, Past President; Dennis D. Kuhnke, CIC, CPIA, National Director and Past President; Tom A. Budzisz; Sandy L. Hardrath, CIC, CPIA; John W. Klinzing, CIC; Jodi L. Cordes, CIC, CRM, Vice President; Jeremy Cordova, CIC 20 OCTOBER 16

No Other Trade Show Compares To The PIAW TRADE SHOW CONV UA L EN N N TI

ON

67 t h A

OVER 65 EXHIBITORS SHOWCASING THEIR NEWEST PRODUCTS AND SERVICES TO WISCONSIN'S LEADING INDEPENDENT AGENTS

T E AM

Gold Sponsors

ACUITY

Pekin Insurance®

The IMT Group

Integrity Insurance

Progressive Insurance

Partners Mutual Insurance Co.

West Bend–a Mutual Insurance Co.

CapSpecialty

Wilson Mutual Insurance Company OCTOBER 16 21

AWARDS DINNER

Special Recognition

Ryan Von Haden, CIC, AIS from TRICOR Insurance accepts the Stony Steinbach Achievement Award

New President

Our New PIAW President Brian MacGillis, CPIA takes the podium.

Mike Ottman, CIC from Partners Mutual Insurance Company acccepts the Company Representative of the Year Award (l/r) Erin Pinney, CIC, CPCU, MBA from West Bend – A Mutual Insurance Company and the 1752 Club presents Ryan Von Haden, CIC, AIS, TRICOR Insurance with the Professional Agent of the Year Award.

Past President

Rob Hansen, LUTCF, CPIA—PIA National President thanks Rick Clements for his time served as PIAW President

From abundant food and drink to compelling speeches, prestigious awards and side-splitting entertainment, this social get-together was one for the record books.

22 OCTOBER 16

PIA OF WISCONSIN KNOWS HOW TO HAVE FUN!

OCTOBER 16 23

13

th

24 OCTOBER 16

A nnual YPC Sch

olarship Golf Outing

OCTOBER 16 25

BECOME A BWO ASSOCIATE

proudly building relationships throughout Wisconsin Find out why many of our industry’s most reputable companies have partnered with BWO, an insurance group proudly serving all of Wisconsin. We are continually investing in our independent agents to better serve you and your clients, NO MATTER WHERE YOU ARE LOCATED. We recognize that our mutual success is based on how hard we are working for you – providing the tools, products and support to help you succeed.

agents enjoy...

• 100% ownership • Contingency participation • Generous commission • Comparative rater • Hawksoft management system • Agency perpetuation • No non-compete • No monthly membership fee • No joining fee

companies we represent...

AAA Wisconsin, Acuity, Allied Insurance, Austin Mutual Insurance, Auto-Owners Insurance, Badger Mutual, Dairyland Auto, Ellington Mutual, Foremost, General Casualty, GMIC, Hagerty, Hanover, The Hartford, Hastings Mutual, IMT, Integrity, Kemper Preferred, Met Life, Mt. Morris Mutual, Partners Mutual, Pekin, Philadephia Insurance Companies, Progressive, Safeco, Secura, Society, State Auto, Travelers, Victoria, West Bend Mutual

26 OCTOBER 16

“Good People to Know”

BUDZISZ WRUCK OSBORNE

INSURANCE GROUP, LLC

Contact: Tom Budzisz at tom@bwoinsurance.com 414-768-8100 • 800-924-6155 • Fax: 414-768-8110 2111 E. Rawson Ave., Oak Creek, WI 53154-0065

www.bwoinsurance. com

Each Approved for 20 Wisconsin CE Credits

AGENCY MANAGEMENT

December 13-15, 2016 Crowne Plaza — Madison, WI 888-233-9527 $103 PIA room rate through 11/12/16

COMMERCIAL CASUALTY – REVISED! January 25-27, 2017 Hilton Garden Inn Milwauee Park Place — Milwaukee, WI 414-359-9823 $100 PIA room rate through 12/30/16

• AGENCY ORGANIZATIONS • UNDERSTANDING & MANAGING FINANCIAL STRENGTH • AGENCY PLANNING Rebecca Lathrop, CIC, CPIA

• COMMERCIAL GENERAL LIABILITY CONCEPTS & COVERAGE Allen Messer, CIC, CPCU • ADDITIONAL INSURED CONCEPTS & ENDORSEMENTS • BUSINESS AUTOMOBILE COVERAGES & ENDORSEMENTS Jerry Milton, CIC

• HUMAN RESOURCES • AGENCY PRODUCTIVITY & EFFECTIVENESS William Toll, CIC

• WORKERS COMPENSATION & EMPLOYERS LIABILITY John Dismukes, CIC, CPCU, AAI, AIS

•LEGAL & ETHICAL RESPONSIBILITIES John Dismukes, CIC, CPCU, AAI, AIS

WI CE COURSE # 69165 4 of 20 are Ethics and Utica Approved

Day One: 8:00 – 5:15

NEW WI CE COURSE #PENDING 4 of 20 are Ethics and Utica Approved

Day Two: 8:00 – 5:00

Day Three: 8:00 – noon, Optional Exam 2:00 – 4:00

$405.00 per institute. Register at www.piaw.org or call 800-261-7429.

UTICA

Gives You the Credit You Deserve!

The following PIAW education classes are approved for the Utica premium credit.

• PIAW 2015 Agency Internet Boot Camp • Any CIC Update • CIC Agency Management • CISR Agency Operations • Dynamics of Service • Select PIAW Webinars • PIAW Conducted Ethics and E&O Seminars (classroom or in house) To register online and view upcoming CE courses visit www.piaw.org

Please contact Darcy at PIAW to find out how you can benefit from Utica’s E&O Loss Control Program. dbrown@piaw.org or 1-800-261-7429 OCTOBER 16 27

education

Certified Insurance Counselor

education

Certified Insurance Service Representative

Open to Anyone!

7 WI CE Credits Course #69357

ELEMENTS OF RISK MANAGEMENT

Insurance professionals need training in the risk management process for two reasons. First, insurance is an integral part of their client’s overall risk management program. Second, services provided by carriers, agencies and brokerages are often significant items in the organization’s cost of risk. In this course we will cover each of the five powerful steps in this process, which protects not only the organization’s assets, but also its mission and its brand.

• • • * • •

The Risk Management Process & Risk Terms Risk Identification Risk Analysis Risk Control Risk Finance Risk Administration

October 27

CLASS SCHEDULE Course Instructor Patti Gardner CIC, CRM, CPCU

•

Green Bay

$170 Per Course

Instruction 8:00 a.m. – 3:45 p.m.

Group Lunch 12:00 p.m. – 12:45 p.m.

Optional Exam 4:15 p.m. – 5:15 p.m.

Includes Lunch

Register at www.piaw.org or call 800-261-7429

Certified Insurance Service Representative Open to Anyone!

7 WI CE Credits Course #69338

INSURING COMMERCIAL CASUALTY II

This course, like Commercial Casualty l, strengthens your ability to have productive, assured interactions with your commercial customers in the area of commercial casualty exposures and coverages. You will improve your understanding in each of these areas: • Business Auto Exposures and Coverages • Workers Compensation & Employers Liability • Commercial Umbrella and Excess Liability • Basics of Commercial Inland Marine Insurance

DECEMBER 6 • MADISON DECEMBER 7 • GREEN BAY

CLASS SCHEDULE Instruction

Course Instructor Todd Davis, CIC Peoria, IL

Group Lunch Optional Exam

8:00 a.m. – 3:45 p.m.

12:00 p.m. – 12:45 p.m.

4:15 p.m. – 5:15 p.m.

$170 Per Course Includes Lunch

Register at www.piaw.org or call 800-261-7429

28 OCTOBER 16

November 9-12, 2016 Brookfield, WI

Conducted by PIA and The National Alliance Register directly with The National Alliance at www.thenationalalliance.com

The Certified Risk Manager courses provide you with an in-depth knowledge about today’s highest priorities – identifying, analyzing, controlling, financing, and administering operational risks – as well as political risks, catastrophic loss exposures, third-party exposures, fiduciary exposures, employee injury exposures, juridical risks, legal risks, and more – whether insurable or not. The skills you learn will make you more proactive and valuable to your organization in discovering how risks can interrupt the flow of earnings and how to protect against it.

• Principles of Risk Management • Analysis of Risk • Control of Risk • Financing of Risk • Practice of Risk Management

Take all five CRM courses and pass all five CRM exams within five calendar years after you complete your first CRM exam. Each course is 2½ days of instruction, followed by an optional exam.

Any eligible individual may attend classes without taking the examinations or receive 20 WI CE.

CIC RUBLE SEMINARS Exciting update options, they fill up quickly.

March 23 & 24 | Graduate| Hilton Garden – Milwaukee, WI* May 24 & 25 | Graduate | Crowne Plaza – Madison, WI* 16 WI CE (*Includes 4 optional Ethics) visit www.piaw.org or call PIA at 1-800-261-7429

On-Line Insurance Pre-licensing Education

Exam FX

www.piaw.org

Online Training & Assessment

Pass your insurance test fast.

Start producing faster.

Insurance and Securities Pre-license Training OCTOBER 16 29

education

CRM – Control of Risk

education

Dynamics of Service Dynamics of Service is the best supplement to give your personnel the tools they need to succeed! In a competitive marketplace, an agency’s or company’s most important asset is . . . its people.

Denise Semrow, CIC, CISR, AIS You will discover what makes superior customer service representatives effective–and what keeps customers loyal. Participants repeatedly tell us how this course transformed their lives when back on the job. SECURA Insurance

The success of this Dynamics of Service is a direct result of an energetic and knowledgeable speaker.

Denise Semrow has lived and proacticed what she teaches; she nows what works in the the “real world.”

When you attend, you will: > Improve your people skills dramatically. > Tune up your professional competence. > Acquire a wealth of tools and techniques for dealing with customers effectively.

November 16 • 2016

Open to Anyone! No Exam!

7 WI CE – course #63786 / Approved for Utica Discount Dynamics of Service satisfies the update requirement for CISRs and CSRMs.

Holiday Inn, Waukesha 8:00 am – 4:00 pm $170 Per Course Includes Lunch Register at www.piaw.org or call 1-800-261-7429

O n -L i n e e d u c a t i O n

Open to Anyone & Everyone !

For The New Employee - No CE 6-8 Week Virtual Classroom •

• • •

New Agency Employee Orientation Delivering Quality Service Personal Lines Coverage Basics Commercial Lines Coverage Basics

Pre-Licensing Education Webinars: 2-3 WI CE, No Exam, No Proctor •

Over 20 Topics

Hot Topics: 4 WI CE • • •

Variety of Coverage Topics Ethics Flood

All 9 CISR Courses – 8 WI CE All 5 CIC Institutes – 20 WI CE 30 OCTOBER 16

www.piaw.org

The PIA of Wisconsin is a proud sponsor of the Certified Professional Insurance Agent (CPIA) professional designation program. The CPIA designation is comprised of a series of Insurance Success Seminars. These three, one-day workshops teach practical "before", "during", and "after" the sale techniques for insurance producers, sales managers, account managers and company marketing representatives. Completion rule, 3 years from first course. No exams. You do not need to commit to all three to attend one.

Participants leave with ideas that will produce increased sales results immediately. In fact, The Insurance Success Seminars are guaranteed: Implement the principles covered in these sessions and experience a 20% increase in personal production within six months, or your registration fee will be refunded!

To maintain the CPIA designation: fulfill a bi-annual update by attending one of the three core seminars, an Advanced Insurance Success Seminar, a Pro-to-Pro Retreat, or maintain an active Level 2 or Level 3 membership in the AIMS Society. The CPIA designation is approved by Utica Mutual as part of the premium discount program.

The AIMS Society is a national organization dedicated to providing i nteractive marketing and sales training, ongoing resources and networking opportunities to insurance professionals. www.aimssociety.org You can attend the CPIA courses in any order. No Test. Approved for 7 Wisconsin CE credits.

CPIA 1 - Position for Success

CPIA 2 - Implement for Success

CPIA 3 - Sustain Success

During this program, participants are encouraged to focus on internal and external factors affecting the development of effective business development plans.

Factors discussed include a review of the state of the insurance marketplace; analysis of competitive pressures; necessary insurance carrier underwriting criteria; and consumer expectations and understanding.

During this session participants will be provided with specific tools for analyzing consumer needs; will learn to utilize risk identification techniques to gather pertinent prospect information; will develop skills necessary to assimilate information gathered into a customized protection program; and will participate in exercises designed to promote effective delivery of proven solutions.

This program focuses on fulfilling the implied promises contained in the insuring agreement. Students will review methods of providing evidence of insurance coverage; will discuss policies and procedures for controlling E&O including policy review and delivery, endorsements, claimsprocessing, and handling of client complaints. This course includes a review of the Professional Expectations; the Law of Agency; and Legal and Ethical Standards.

WI CE Course # 65338

WI CE Course # 65340

WI CE Course # 65339

Course Schedule 8:30 – 4:00 Lunch On Your Own 12:00 – 12:45 Registration Fee per Seminar: Includes Seminar Materials, coffee a.m. & soda p.m.  PIAW Member $165.00 or $172.00 includes WI CE fee  Non Member $200.00 or $207.00 includes WI CE fee CPIA 1 – April 12, 2016

CPIA 3 – June 16, 2016

CPIA 2 – December 14, 2016

Holiday Inn West Waukesha, WI

Radisson Appleton, WI

Crowne Plaza Madison, WI

Register: www.piaw.org 1-800-261-7429 OCTOBER 16 31

education

STAND OUT! Set yourself apart with the CPIA designation.

education

33 Topics in 2016! Each Approved for 2 or 3 WI CE Credits. Live. No Test. No Proctor.

Visit the Education tab at piaw.org for a complete list of topics, descriptions, webinar demo, and to register.

Visit the Education tab at piaw.org for a complete list of topics, descriptions, webinar demo, and to register.

Several approved for Utica credit. Ethics is offered each month.

Fee per Webinar: $55 PIAW Member, $70 Non Member – Includes WI CE fees.

October 2016 Webinar Schedule TITLE & WI CE

DATE

TIME (CST)

INSTRUCTOR

Regarding Ethics 3 Ethics CE # 1010868, Utica Approved

10/4

1-4p

Kevin Amrhein, CIC

Managing E&O in a 27/7 World 3 CE # 1010875, Utica approved

10/6

12-3p

Steve Anderson, CIC

Alert: Agency Legal & Ethical Responsibilities 3 Ethics CE # 1010871, Utica Approved

10/7

8-11a

Jerry Hargrove, J.D., CIC, CPIA, SCLA, FCLA, PICS, LICS

Top Twelve Coverage Countdown: Answers, Evaluations & Revelations 3 CE # 1010873

10/13

12-3p

Chris Amrhein, AAI

How to Be the Agent Advocate at Claim Time 3 CE # 1010878, Utica approved

10/18

12-3p

Chris Amrhein, AAI

Getting Wise on Health & Wealth: Group Insurance & Savings Plans 3 CE 1010870 The Ever-Evolving Affordable Care Act (ACA) 3 CE # 71018

10/19

12-3p

Karin Klaassen, CLU, LUTCF

10/20

8-11a

Jerry Rhinehart, CIC, CLU, ChFC, RHU

Get in the Ring: Property Claims, Fights and Decisions 3 CE # 71014

10/20

12-3p

David Viola, CIC

Leases & Contracts Versus the Insurance Policy 3 CE # 1010872

10/24

12-3p

James Harrison ,J.D., CIC, CPCU, CLU, ChFC

Commercial Liability Endorsements to Watch Out For 3 CE # 1010874

10/25

8-11a

Catherine Trischan, CPCU, CRM, CIC, ARM, AU, AAI, CRIS, MLIS

Agency Management Based E&O and Ethics 2 CE, 1 of 2 Ethics, CE # 1011196 This is a 3 hour course! Full attendance required for CE and Utica

10/25

1-4p

Terry Tadlock, CIC, CPCU, CRIS

Lawn Care to Lipstick: Coverage Concerns for the Self Employed 2 CE # 71015

10/26

1-3p

Kevin Amrhein, CIC

Register online at piaw.org or call 1-800-261-7429.

Contact Brenda for in-house webinar opportunities. bsteinbach@piaw.org 32 OCTOBER 16

How Strong is Your Errors & Omissions Prevention Culture?

by Curtis M. Pearsall, CPCU, AIAF, CPIA President – Pearsall Associates, Inc., and Special Consultant to the Utica National E&O Program Assessing an agency’s errors and omissions (E&O) risk management culture is easier said than done. While there is no real established formula that provides a grade, there are some valid ways to determine where the agency is on the continuum to achieving a solid E&O prevention culture.

Staff Assessment and Training Agencies don’t make mistakes. People do. Start with an assessment of the agency’s staff. Does each staff member possess the necessary expertise and knowledge to professionally perform his or her duties? This evaluation should be done for each staff member.

The results will help to determine if more training is needed. The insurance industry is constantly evolving with new coverages and forms, so dedicating a significant amount of energy to staff training helps ensure that they have the proper level of education on technical knowledge, systems, sales training, etc.

An additional evaluation, focused on E&O prevention commitment, should also be performed. Agencies with employees truly committed to E&O loss prevention have achieved a solid step in the right direction.

Job Descriptions In addition to having knowledgeable and professional employees, a strong E&O prevention culture includes employees knowing what is expected of them via documented job descriptions. Without job descriptions, there is the chance that staff members will do what they think they should. This increases the risk that certain tasks and activities will not be completed because the staff may think “that’s not my job.”

Each employee should be aware of what role he or she plays and how various functions are to be performed. It is common for an agency with a strong E&O culture to have a written procedural manual. Without it, staff will handle a task the way they want to.

Consistency is a key word in defining a strong E&O culture. The potential for inconsistency increases without a manual defining how the task should be done.

Exposure Analysis Checklists A major cause of E&O claims involves the failure to provide the proper coverage, so a strong E&O culture should include the use of exposure analysis checklists. These lists are often referred to as “the closest thing to a silver bullet in E&O loss prevention” and will help an agency to truly know its clients. This evaluation will heavily determine the next steps in the sales cycle.

Job Performance An important yet often overlooked area involves an ongoing review and evaluation of the staff’s job performance. Having the right people and a solid game plan does not guarantee success. To a large degree, the agency’s success depends heavily on whether the staff performs the necessary tasks using the expected procedures. Insurance agencies are fairly complex organizations and, for this reason, they need an internal audit process that periodically verifies to what degree staff members are meeting the firm’s expectations.

Without this auditing process, mistakes will occur that can have a significant cost to the agency.

The development of a strong E&O prevention culture and commitment doesn’t just happen. It requires a concerted effort from the leadership and every member of the team.

OCTOBER 16 33

RIP

Retired in Place If I was the first to coin the phrase then I am flattered by the repetitive use of the term and just wish that each of the users simply sent me $1 for their use. If it was used somewhere else before my adoption of the phrase, I'm happy to continue using it - it still applies - and I need to know where to send my $1...

Anyone you know?

The concept is as appropriate in 2016 as it was in 1980. So every few years we dust off the article, revise it as needed for today's agencies, and republish it.

Please take a look and see if it describes someone you know.

And, please don't call me convinced that I'm writing about you!! This concept applies to many people who have cycled through the industry and have gone "ROAD" (the military term from which I took the concept, "Retired On Active Duty"). It is a continuing problem that converts previously productive owners and employees to the status of an agency expense.

The article is included in its entirety below. But I'd like to make some remarks about the topic considering the change in the industry in the last several years.

OWNERS If you are RIP, you may continue to own the agency but are laying back and taking more time off. You are either moving your client relationships to others (or not) and your administrative tasks have moved to other owners, future owners, or are being left undone. You feel you "deserve" to enjoy your life since you have paid for the privilege over the last 20, 30 or 40 years. And, in fact, you do deserve to reap the gains and rewards for all your hard work.

But please don't do it on the backs of your clients and your employees. They still need active representation of an insurance professional to be sure they are properly covered by the most competitive product possible and they need on-going attention. If you do not do it, please assign someone else the task of attending to your clients. You didn't build your reputation by ignoring your clients and you won't keep it long if you begin ignoring them now. And, no, being "available" if they have problems is not the same as being actively counselling them as you have in the past. Your employees still need their jobs and an on-going career and will not look forward to working for another firm if yours declines to the point of sale.

If you are ready to sell - when your health becomes precarious or you lose your heart for the game - take the step and perpetuate the agency. Call us. We can help you.

PRODUCERS Not every producer can remain an active producer for his/ her entire career. We run out of energy. If the time has come that you would prefer to retain the accounts you have amassed for the agency and to make sure they are properly insured and serviced, step down to the position of Account Executive. You don't lose your license and ability to write insurance but you no longer will be counted on to participate in the organized growth of the agency's book of business. The agency Sales

34 OCTOBER 16

Reprinted with permission from "The Pipeline", a publication of Agency Consulting Group, Cherry Hill, New Jersey."

Manager and/or owner(s) will know that they need to replace you to sponsor continued substantial annual growth of the agency's client base and will count on you to help satisfy and retain the clients with whom you have so successfully created relationships on behalf of the agency. On the other hand, if you no longer wish to service your clients nor do you wish to take the same growth goals as other producers in the agency, you may be ready for retirement. Age is not the issue. As with agency owners and other employees, if you lose your health or if you lose your heart for the game, it's time to retire.

AGENCY MANAGERS AND EMPLOYEES Your RIP will be noticed even more than that of an owner or a producer because it is reflected in service levels and satisfaction levels of the clients who you serve. Whether service, admin or marketing, you must recognize the signs of RIP and consider retirement before the other employees, managers and owners make that decision for you. You have spent a career building credibility and respect for your knowledge. It takes a much shorter period of time to destroy that credibility if you lay back and let others carry the load. You might believe that you "earned" the right to relax but you are much like an oarsman in a sculling crew. Regardless of the experience, any let down by a member of a crew is reflected in the performance of the entire boat. There are no RIP oarsmen - they are either both fully committed and participating, or they are retired.

RETIRED IN PLACE Much of our work at Agency Consulting Group, Inc. revolves around agency perpetuation. We help families pass ownership, transfer ownership to employees, merge agencies, and we sell them at the most favorable prices available. One of the stumbling blocks we encounter in this process is an employee (or owner) who wishes to "Retire In Place". That is, they want to be relieved of the pressures of: Pick One or More: ( ( ( ( ( ( (

) ) ) ) ) ) )

Management Dealing with companies Dealing with customers Dealing with employees Selling Paperwork Change

However, they will graciously stay on to "help with the transition." How do you deal with an owner or a key employee who desires to stay with the firm with less responsibility? How does he affect the morale, value, and cash flow of the agency as it attempts to change to a new set of owners? The way you answer these questions can spell the difference between success and failure of perpetuation plans in the short and long term.

In the case of an employee, the answer should be simple.

Regardless of the value of that employee over the years, the future compensation of that employee is determined by his/ her value to the agency in the future - not in the past. While this sounds like a simple answer, it is not so simple for loyal owners who feel that they owe much to employees who have

been with them for many years. That loyalty does not extend to the new owners after a sale or perpetuation and they will not want the liability of maintaining an employee who served the old owners well, but is no longer productive in his/her role.

THE SOLUTION The solution is by defining the productive value of an employee's role as it transitions. If a producer decides to RIP he may fit into the role of Account Executive, responsible for the maintenance of a book of business, but no longer expected to generate new business goals. This is certainly a valued role, but not one valued as highly as that of a producer.

The compensation level should be adjusted accordingly. A CSR who decides to RIP may be qualified to process, but no longer wishes the responsibility of customer contact. She should also be given the opportunity to remain a viable and valued employee, but at an adjusted compensation. In both cases, the employee's desire to diminish his/her role is accommodated, but not at an excessive cost to the agency.

A more prevalent problem is when employees (or an owner) feel that they have 'paid their dues' and now wish to maintain their compensation levels and image in the agency, but no longer want to do the job for which they were paid in the past. No agency can afford to maintain 'dead wood' in the employee ranks, regardless of past service. The employee was paid for that past service. Whether employee or owner, the greatest impact on the agency from an RIP is not in their financial cost -- the greatest impact to the agency is in the cost to the morale of the employees who remain to manage and operate the agency. They will either immediately or eventually feel cheated when they must, in effect, do the work while the employee (or the owner) continues to be paid without the responsibilities that formerly came with the job. This cannot be permitted in the employee ranks. The agency owner has the ability to take a pay cut and replace his efforts with a new employee hired for that purpose. However, even owners will find that employees react much better to working and productive owners than they do to owners who are perceived as RIP, living off the efforts of the agency's other employees

affects your cash flow. You are, in fact paying someone without an appropriate return on the investment. The agency's value is not affected, unless the individual is RIP with the added benefit of an employment agreement.

Unfortunately, many of the buy-outs and acquisitions that we see include an employment agreement that not only legally binds the agency to payments, but simultaneously lowers the value of the business by the gross amount due in the employment agreement. This is not a negative implication if the agreement supports an active, valuable employee. However, if the agreement supports an RIP, you are being hit by the double whammy of lowered cash flow and reduced value.

AGENCY MORALE Finally, an RIP will certainly affect the morale in the office.

Imagine a busy office with one individual having no responsibilities. In the best case, he simply would not be visible while everyone else is working. In the worst case, he could disrupt the office with socializing or with pet projects that yield no return for the business. Whether the individual is a family member, partner or formerly a key employee, the other employees will know that he is being carried. This will lower morale and cause frustration to the other hard-working employees in your business.

If the RIP situation may arise in your office as the ownership transfers, control the situation by defining the value of the retiring owner. His value in the business will be coming to him in the payout of the stock being sold. His future value to the firm must be decided by determining those duties and responsibilities that he is willing to assume or maintain. A job description and measurable objectives will go a long way in resolving the difficulties before they arise.

TRANSITION PERIOD Another part of the RIP problem with respect to owners occurs in the sale of the agency following which the old owners remain with the agency for a time to "transition" the accounts. If their role is not truly productive and active, they will be perceived by both the new owners and by the employees as RIP. The simplest approach in the case of a buy-out is to retain the owner for a specified period for the 'transition.' If both of you know that he will be in place for one year and one year only, it relieves the pressure of carrying his salary ad infinitum. This is usually an excellent idea because he can assist in the renewal process of some of his business under new ownership.

SCALING DOWN BY A PARTNER But how do you deal with the partner who just wants to 'scale down?'

This may or may not include sale of stock. We felt that if any owner wishes to change his work efforts, it must be correlated with a change in compensation, regardless of the ownership of the agency. You get paid for what you do now, not for what you have done over the last forty years. The reward for past efforts lies in the enhanced value of the asset.

If the scale down is in concert with the sale of his stock, the new owners must be assured that the selling owner intends to scale down his efforts, not coast. This requires the execution of a new job description, portraying the new duties and responsibilities of the job.

Obviously, an owner or employee who has 'Retired in Place' negatively OCTOBER 16 35

Are Your

Employees

Motivated?

A Behavioral Modification Plan Can Help

How many times have you been in a retail or grocery store, waiting in line while several of the store employees stand around talking to one another or doing anything but helping to move the line forward? Have you ever wondered why they take no interest in expediting your checkout? The answer is simple: They’re not paid to take an interest.

I know that sounds ridiculous, but it’s true. Consider the fact that most of the stores compensate individuals for spending 60 minutes of each hour doing something. Imagine if—instead of earning an hourly rate—they were compensated for each customer they helped through the checkout line.

If that were to happen, it makes you wonder if there would even be a line.

What is the difference? This change does not mean that employees would be paid more; it means they would be compensated differently. It starts by determining what behavior you want to promote and then structuring a plan to help drive that intended behavior. When we consider the methods we use to compensate our staff—whether it’s with either base or additional pay—are we maximizing our monetary resources to drive behaviors that will improve the service we provide our customers?

When I am asked what the right way to compensate staff is, my response is always: “What is the intended outcome of the plan you want to institute?” The classic plan seems to be paying producers for new and renewal business with some producers who are paid on a 50/50 basis. Most agency owners seemed stunned that, after about three years of good new business production, their sales staff seems to slow down when it comes to putting new clients on the books.

The simple reason for the slowdown is that the producers have become comfortable with the revenue they are being paid on the renewals. If the agency changed the plan from 50/50 to 60/40 or 70/30, new business would begin to flow again almost overnight.

Before you institute any form of compensation plan, consider those priorities and the following questions:

WHAT IS THE PLAN’S INTENDED OUTCOME? Agency owners want a plan that will grow their business, but they don’t always consider the hidden costs involved.

If you just wanted to write new business and increase sales, the best way would be to pay 40 percent of the revenues 36 OCTOBER 16

by John Fear, CISR Owner, Premier Business Consulting

to the individuals producing it, right? Did you want that account to be monoline or multiline? If you want it to be account-rounded versus monoline, what would having compensation at 50 percent for account-rounded and 30 percent for monoline do for the way new business is written? The same principle could apply to cross selling small, commercial business with the personal lines and differentiating compensation based on other factors that help sell and retain clients.

WHAT ARE YOUR PREDEFINED BARRIERS? In some well-established agencies, there are some pre-existing barriers to dramatically changing the way individuals are compensated. If an agency has producers making dramatically different base salaries and it is looking for ways to compensate for additional production, one method is to assign goals for production above-and-beyond expected compensation. For instance, if one producer is making $50,000 as a base pay, he or she may be expected to write one new client each business day or 20 new clients by the end of each month. Additional compensation would kick-in only after a policy is written for the 20th client. If another producer has a base pay of $40,000, the goal would be to establish 16 new clients by end of the month (i.e., 80 percent of the goal of his or her co-worker who is making $50,000) and the producer would receive additional compensation starting with the 17th client.

Note: Given that the goal was determined on the amount of base pay already received, I would never recommend you go back to “policy one”—you’ve already paid for those as base compensation and incentive plans should be targeted for behaviors above-and-beyond regular compensation.

WHAT WILL MOTIVATE THE INTENDED RECIPIENTS? Not everyone is motivated by money. We all want our staff to, “think like owners,” but the simple fact is, they don’t. Owners have a revenue-versus-expenses mentality that staff commonly applies to their personal finances, but rarely apply to their work life. Once you understand what personally motivates your employees, your plan should be designed to modify those behaviors.

Producers tend to be motivated by money and recognition—that’s why they’re in sales. The most important thing

you can do is make sure you are paying your producers for the results you want, not just the results you got.

As long as they are compensated properly, the agency staff that isn’t paid to acquire new revenue for your agency (e.g., the customer service representatives or administrative staff) may not be motivated by money as much as they are by time off from the agency. Since these individuals tend to be more people persons, the flexibility of time spent with their friends and family can be as motivating a factor as money is for producers.

Bottom lines is: Find out what motivates the staff members for which your plan is targeted and then use those components to design your plan.

HOW WILL YOU MONITOR THE COMPONENTS? One of the most important components to any plan is the M&Ms—the meaningful and measurable—elements of your incentive plan. Keep in mind: When you develop your agency’s plan, each component needs to be considered as interdependent on each other. If it’s meaningful, find a way to measure it (preferably automatically to minimize human error) and, just because it’s measurable doesn’t mean it’s actually meaningful.

Consider this example: While we were developing an incentive plan for a tele-sales group that needed to improve set-up rates and retention, we decided that the meaningful components would be close rate (reduces acquisition costs); policies per account (increased revenue and retention); and utilization (improved availability during incoming calls). Measurements for each of these meaningful factors could be extracted from the automated systems we had in place and monthly results were updated on a daily basis to let the sales staff know when their results compared to goal.

WHAT TIME FRAMES WILL BE APPLIED? The key to progress being made is the ability to trend behaviors over a period. In my tele-sales example, daily updates were given to sales staff on the month-to-date progress toward the monthly goal, which offered the Top 10 sellers the chance to attend an annual recognition trip.

The key for time frames with regard to measuring meaningful components lies in the age-old aspect of frequency and severity. How soon do you need to identify the behavior that requires changing? Having worked in a business center that answered more than a million calls a year, behaviors that needed to be change could not linger for days and weeks. The more severe the impact against success, the quicker it needs to be addressed. Items that are less severe should be trended over a longer period, so the behavior can be addressed more thoughtfully and thoroughly.

HOW WILL PROGRESS BE COMMUNICATED? In the classic movie Caddyshack, Chevy Chase’s character is a scratch golfer who has an unusual trait—he doesn’t keep score.

In one of the movie’s most memorable scenes, he is asked by Ted Knight’s character how he golfed that day to which he reminded the Judge that he doesn’t keep score. “How then do you measure yourself against other golfers?,” asks the Judge, to which Chevy’s character responds, “By height.” The nonsensical line is humorous because height has nothing to do with score and yet, we can use similar motivating methods in our agencies.

When it comes to communicating progress, compare everyone in similar job functions to one another. In my process-engineering days, we had a saying that we “measured the best and evaluated the rest.” Since then I have been a huge advocate of public disclosure (within the agency) of the results of similar job functions in a timely manner.

ARE THERE CONSEQUENCES FOR NOT MEETING REQUIREMENTS? One of the issues with most incentive plans is that there is no consequence for not meeting goals, which makes these plans ineffective. Often, individuals who perform in this realm have made a conscious decision that they are doing just fine where they are and, as long as there isn’t a negative consequence for not achieving their goals, they are not about to modify their behavior.

For example, one group I worked with determined the “breakeven point” for incentive for writing a new client. Then we determined what the incremental improvements to that break-even point would be and had a sliding scale that would increase the employees’ payout if those results were a part of their monthly production. For instance, if the break-even point for the component of policies per account was 1.3 (30 percent of new business was written with a home and an auto policy) and they wrote 50 percent of their new clients with both, they would see a 25 percent bump in that component of their monthly incentive.

If the break-even point was known, it also could be determined that sales behaviors measured below that mark were costing the company money and should be compensated as such—not with a bump but a thump. The same incremental approach was applied to the components as they went below those ideals and, there was one month when a producer who sold more than 60 new policies in a single month received $0 in incentive payout since two of her components were at a 50 percent thump portion of the plan. While the discussion to inform the employee that she wouldn’t receive additional compensation that month was difficult, the employee readily admitted that she was given daily updates toward her monthly results.

Because of these updates, she had an up-to-date understanding of what her payout would be based on her month-to-date per[continued on page 39] OCTOBER 16 37

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Employees Motivated [continued from page 37]

formance. After that discussion, the employee never had this issue again. The takeaway is that people need to know what is important; where they are relative to results; and what the consequences are for not meeting goals.

WHAT DOES THIS ALL MEAN? Having the right incentive can be instrumental when it comes to the growth of your agency. Just as no two agencies are the same, the same can be said about the effectiveness of any given incentive plan. The most important aspect of any plan is that it addresses the specific and stated needs of your agency while also acknowledging what motivates those participating in the plan.

Involving your staff in the development of the plan’s components can be critical in the eventual adoption of that plan as their own. When they are involved in the process, it helps them to understand the relativity between what they do and

how that contributes to the overall and long-term health of the agency. By communicating to them the “when you do this, the agency experiences this” aspect of what you’re trying to do, it might not produce a spontaneous Kumbaya Chorus, but it will help to bridge part of the gap between what you need and what they’re contributing.

In the end, the success to any behavioral modification plan is: Did the plan produce the desired and measurable behavior and have individual behaviors contributed to institutional results?

Fear has worked in the independent agency profession for more than 20 years in a variety of roles and business areas. As the owner of Premier Business Consulting, he works with companies, associations and individual agencies in the areas of agency operations, process improvement and sales proficiency to provide outstanding service for their clients. He can be contacted at JohnFear.com.

—Reprinted with permission from PIA Management Services Inc.—

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OCTOBER 16 39

Making

Mistakes

Is No Mistake

Take Risks Willingly to Find Learning Opportunities

by Gregory Lay

“Whattya mean, I’m not making enough mistakes??”

Ron sat dumbfounded at his boss’s desk, wondering if she’d lost her mind.

“Take a breath,” she smiled. “The point is that you’re not reaching your potential because you’re too worried about making mistakes.”

“Of course I try to avoid mistakes. Didn’t you just fire somebody for making too many mistakes?”

“Actually, no. That situation was because the same mistake happened regularly and the employee wouldn’t follow an improvement plan. The difference is that repeating mistakes can get you fired, but learning from mistakes can get you promoted!”

laughing. “Stop worrying about the number of mistakes you make. If your mind-set is that somebody is waiting for you to make a mistake, you’re stuck in a self-conscious rut.

“Instead, imagine your customers and your team curious to hear what creative solution you’ll come up with next! The ones that work give you a reputation as an innovator and the ones that don’t work give you a chance to learn and improve.”

“I do have an idea to try out on you to see if…” Ron began, but the boss interrupted.

“Will it help your customers?”

“I think so. If we…” But again, she interrupted.

“So how many mistakes am I expected to make?”

“Then do it. You know your job; now have confidence to try ideas to improve your job.”

“That’s your challenge right there!” exclaimed the boss,

Ron could tell the conversation was over. “Guess I’ve got

40 OCTOBER 16

work to do,” he smiled.

“Good!” the boss replied, holding out a sheet of paper.

“Here’s a checklist to help.”

HOW TO MAKE ‘SMART’ MISTAKES

• Dare mistakes to happen Freezing to avoid mistakes is not growing. Learning comes from listening to helpful feedback and feedback comes when you’re in motion. Mistakes become teachers when we recognize, communicate and implement course corrections.

• Consider values & objectives Planning only for immediate challenges leads to frequently having to change shortsighted plans. Weigh ideas against long-range goals and organizational values and be willing to take risks to achieve those worthwhile objectives and values.

• Don’t kill an idea with research Begin when you have a reasonable fraction of data you think you need. The rest of the information will come as feedback when you’re in motion; you’re expected to make adjustments as you learn. Standing still to gather the last tidbits of information is indecision and some of the information you’ve gathered may even be outdated by the time you begin.

• Make team decisions When team members have input into a choice, they’re committed to making their plan succeed. If a mistake looms, they’re committed to making corrections rather than assigning blame.

• Don’t ask – tell Playing ‘Mother May I?’ wears out your boss and leaves you powerless. Come up with a plan you believe in and report it matter-of-factly with your overall action plan. If the boss has questions, you’ll hear them, but don’t try to make the boss responsible for your plan’s success or failure – that’s your territory.

• Take calculate risk ‘Safe’ plans have lower learning potential. When you see

Since 1878

an opportunity, leap at it! Whether succeeding brilliantly or going ‘splat,’ you’ll have learned what happens when you do that and generated new feedback to enhance your learning.

Remember to thank people for their feedback, regardless of whether it was delivered kindly or soaked in vinegar. Then, let people (especially your team) know what you learned and what you’ll do differently next time.

• Serve your customer Correct decisions and mistakes are each made on behalf of your customer. Let them know how wise and brave they were when risks succeed and how confident they can be with your corrective actions when you notch a magnificent mistake. Any explanations you must make will make sense when you’re in service of your customer.

• Be accountable The game is ‘No blame.’ If a risk turns out to be a mistake, take full accountability and spearhead the effort to correct the outcome and document what you learned. Blame turns mere mistakes into failures and ruined relationships.

• Share credit; take accountability When risks pull through with no major mistake, spread credit lavishly, making sure top management hears about the team achievement. Not merely so that others enjoy working with you, but because learning isn’t only from correcting mistakes – people also learn and are inspired by seeing what it looks like when they get credit for mistake-free work.

Risk analysis isn’t about avoiding risk; it’s about identifying obstacles and knowing what you’ll do when problems come up. Having a ‘Plan B’ and even ‘Plan C’ makes it more likely your exploration will carry the twin labels of ‘educational’ and ‘successful!’

Gregory Lay writes and speaks to help people improve their employment without necessarily changing employment. He’s an experienced employee, manager, journalist, speaker, speaking coach, and trainer with a specialty in organizational understanding. To read his complimentary website or request his 52 Career Tips, go to www.

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OCTOBER 16 43

Restrictive

Covenants Revisited

by Tim Fenner

Over the course of my career, I have written numerous articles dealing with restrictive covenants and agreements between employers and employees.

These articles have been prompted by a series of court decisions over the last 30 or so years, that have addressed specific aspects of restrictions in the employment relationship.

My impression of the historical litigation is that the early court decisions tended to favor employees seeking to avoid the restrictions; and that an employer had a heavy burden to establish the enforceability of such restrictions. However, this seemed to have changed in 2009 when the Wisconsin Supreme Court rendered its decision in Star Direct, Inc. v. Dal Pra 2009 WI 79. That decision has been viewed as a victory for employers, making it much easier to enforce restrictive covenants.

Recently, the Wisconsin Court of Appeals rendered a decision which I found extremely interesting, and caused me to wonder if it is the beginning of a new trend in appellate court decisions. In The Manitowoc Company Inc. v. Lanning 2015 AP 1530, an employee had signed a restrictive covenant with his employer, which provided that, for the two-year period of time following termination of employment, the employee would not, directly or indirectly, “…solicit, induce or encourage any employee(s) to terminate their employment with Manitowoc or to accept employment with any competitor, supplier or customer of Manitowoc.” (I have seen this same clause in numerous agreements between insurance agencies and producers.) The employee in question left employment and began working for a competitor.

The facts suggested that this employee then attempted to induce several other Manitowoc employees to leave their employment and work for the same competitor. Needless to say, a lawsuit ensued. The case was tried in the circuit court; and the employee and sustained a worst-case scenario result.

The trial court found that the no-solicitation-of-employees clause was enforceable under Wisconsin law; and awarded to Manitowoc $97,000 plus in damages, $37,000 plus in cost, and $1 million in attorneys’ fees. What a result! The employee appealed.

On appeal, there were a number of legal issues presented.

The first was whether or not the Wisconsin statute, section 103.465 which governs the enforceability of covenants not to compete, applied to a no-solicitation of employees clause.

Manitowoc had made the argument that a no-solicitationof-employees clause does not restrict competition, but only 44 OCTOBER 16

serves to protect the employer from unfair competition.

The appellate court dismissed this argument by noting that: “It is no leap of logic to conclude that a provision aimed at restricting a former employee from “systematically poaching” the valuable and talented employees of his former employer is a restraint of trade.” Id at 17. In short, the particular clause did not allow for the ordinary sort of competition attendant to a free market, which includes recruiting employees from competitors. Accordingly, the statute was applicable to the clause in question.

Having found the statute applicable, the next issue was whether or not the clause violated the statute. Manitowoc was obviously concerned about the overbreadth of the language of the clause. For example, the clause on its face applied to “… any employee(s)…” of Manitowoc. The defendant-employee had been attempting to solicit skilled employees to join the competitor. However, the language of the clause applied to “any” employee; and the Court indicated that in applying the plain language of the agreement, it could apply to a janitor. If so applied, it is apparent that Manitowoc had no legitimate employer interest to be protected. Manitowoc argued that, in determining enforceability under the statute, restrictive covenants should not be deemed enforceable “… simply because hypothetical applications may be overbroad.” Rather, courts must make this determination based upon what actually happened in each particular case. In response to this argument, the court indicated that case law demonstrates that courts look not at the particular facts or circumstances of the case, but to the plain language of the agreement itself. The court reviewed a series of Court of Appeals decisions and Wisconsin Supreme Court decisions, where the reviewing court did in fact look at hypotheticals. The Court of Appeals declined to change this approach in its analysis; and concluded that the no solicitation of employees clause, was simply overbroad in its application to “any” employee. In addition, the court noted that the clause in question also applied to the situation where the inducement was to work for a customer of Manitowoc.

In that regard, the customer of Manitowoc could very well be engaged in a business that was not in competition with Manitowoc at all. Manitowoc was engaged in a business having two divisions: a food service equipment division and a crane division. If the defendant employee had induced a

Manitowoc employee to work for a restaurant that had purchased food service equipment from Manitowoc, the clause would have prohibited such conduct. A restaurant and Manitowoc are not direct competitors. Again, this illustrates the overbreadth the clause in question. Accordingly, the court determined that the subject clause was simply not enforceable under the statute.

I suggest you stay tuned to see what transpires. According to the appellate court decision, Manitowoc has spent over $1 million in attorneys’ fees litigating the issues present in the lawsuit. This suggests to me that it will pursue an appeal before the Wisconsin Supreme Court. Whether or not the supreme court will take this case for review, is unknown. Given the current composition of the supreme court and the internal turmoil that appears to continue, I have no idea as to the likelihood of the court entertaining such an appeal.

For more information about Restrictive Covenants Revisited, contact Attorney Timothy D. Fenner at tfenner@axley.com or 608.283.6733.

Axley Brynelson is pleased to provide articles, legal alerts, and videos for informational purposes, but we are not giving legal advice or creating an attorney/client relationship by providing this information. The law constantly changes, and our publications may not be currently updated. Before relying on any legal information of a general nature, please consult legal counsel as to your particular situation. While our attorneys welcome your comments and questions, keep in mind that any information you provide us, unless you are now a client, will not be confidential.

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PIA of Wisconsin, Inc. 6401 Odana Road Madison WI 53719 Phone: 608-274-8188 Toll Free: 800-261-7429 Fax: 608-274-8195 Toll Free Fax: 866-203-7461 www.piaw.org Ronald Von Haden, CIC Executive Vice President rvonhaden@piaw.org Darcy Brown, CPIA Member Benefits Coordinator dbrown@piaw.org Heather Falk, CISR Bookkeeping hfalk@piaw.org Mandy Penn Executive Assistant mpenn@piaw.org

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MEMBERSHIP APPLICATION Agency Name_______________________________________________________________________________________________________________ Street Address_______________________________________________ PO Box_______________________________________________________ City, State, Zip_______________________________________________ County_______________________________________________________ Phone_______________________________________________________ FAX_________________________________________________________ E-mail Address_______________________________________________ Website Address______________________________________________

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The Primary Contact will receive a copy of the Wisconsin Professional Agent magazine and all mailings from PIA State and National. The Primary Contact has voting rights at PIA national meetings. Primary Contact and all agency staff have voting rights at PIA of Wisconsin meetings.

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