February 2015 Wisconsin Professional Agent by Professional Insurance Agents of Wisconsin

professional agent FEBRUARY | 2015

Whatâ&#x20AC;&#x2122;s Inside? Mergers and E&O..............14 Hiring "A Players"............ 20 Employers' Obligation..... 26 to Offer Insurance Czaja Re-elected................ 28 Maintain Your..................... 30 Professional Image Search for New................. 36 Employees

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From the

President LouAnn Herriges, CIC, CISR — President, PIA of Wisconsin

Opportunities Abound As I sat down this month to write my next magazine article, my thoughts went in many different directions. My original thoughts are the subject for next month's article. While researching, I came up with the topic for this month “Opportunities Abound”.

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The definition of opportunity according to The Free Dictionary is. 1. A favorable or advantageous circumstance or combination of circumstances. 2. Or a good chance for advancement or progress.

Opportunity to network with others in the insurance field by becoming a committee member, by attending one of the many classes or by attending the PIAW events throughout the year.

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Opportunity to receive quality education from the most respected and qualified trainers in the insurance industry.

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Opportunity to receive your insurance designation. The designation may enhance your abilities to perhaps secure a future job opportunity.

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Opportunity to take advantages of the resources available to PIAW members.

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Opportunity to provide peace of mind to your clients, friends and family members because of your knowledge of insurance obtained as a member of PIAW.

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Opportunity for you to stand tall and be proud to be a member of the PIAW—a well respected organization in the State of Wisconsin.

We are so fortunate to have an organization like the PIA of Wisconsin. I have had the opportunity to be a part of the action first hand as your current president. The PIAW provides its members and others with a wealth of opportunities. I will name a few that come to mind: •

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Opportunity to win a PIA High School or College Scholarships. Those individuals planning on attending college for insurance or a related field of study can apply for a PIAW scholarship. For more details check out the PIAW website. Deadline for applications is 2/15/2015. Opportunity to win the FLS Scholarship for an individual PIA member. The annual PIA Federal Legislative Summit is a gathering of PIA members who meet in the nation's Capital to meet with elected representatives. This scholarship allows an individual member to receive an all expenses paid trip to the PIA Federal Legislative Conference on March 25 th and 26 th, 2015. Check out the PIAW website for more details. The deadline for this application is 2/15/2015. Opportunity to be considered for the PIAW Board of Directors. The Nominations Committee is again looking for individuals for the 2015-2016 slate of candidates to fill the openings on the PIAW Board of

Directors. Please contact Trey Neher or Tracy Oestreich or any member of the board if interested.

I could continue to expound on other opportunities available as a member of PIAW. I like to think of myself and our members as being “opportunistic”, which is taking advantage of opportunities as they arise. Won’t you join me this month and partake in the many opportunities that the PIAW has to offer. Remember these words regarding opportunity: “The ladder of success is best climbed by stepping on the rungs of opportunity.” — Ayn Rand “Use everyday as an opportunity to make tomorrow better.”— Unknown

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FEBRUARY 15 3

Memos from

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

Terrorism Reform Insurance Act (TRIA) THE FEDERAL government finally accomplished what it should have gotten done a long time ago. In January, the House and Senate finally agreed on a six year extension to the Terrorism Reform Insurance Act (TRIA) and the insurance, real estate and investment industries breathed a sigh of relief. When the congress allowed TRIA expire on December 31, 2014, billions of dollars of property were exposed to loss by acts of terrorism. My philosophy normally is to allow private industry to solve problems whenever possible and to keep government out of the day-to-day workings of business. That would include the business of insuring actuarially calculable risks. However, the terrorism threat poses damage possibilities that are incalculable and beyond the insurance industry’s ability to pay without a federal backstop. The new extension raises the “trigger point” for total losses from the current $100 million to a new level of $200 million over the next five years. The industry can easily assume that additional risk and will be able to charge increased premiums as necessary. While the industry exhibited an air of decorum and praised congress for finally passing this important legislation and sending it to the President for signature, I couldn’t help but ask “Why do you always wait until the last minute to take action?” The December 31 expiration date has been known for years. PIA and industry groups have been asking for action for years. It seems like congress can always find time for fundraisers and to solicit donations from me but they can’t find time to do their work until the clock is nearing midnight. We vote for them with the expectation that they will do their job and we pay them for doing their job. This past session of

congress was a pathetic failure with few substantive accomplishments. I only hope the passage of TRIA bodes well for the activity and contemplation of the new congress.

NARAB was also included in the TRIA legislation. That is the National Association of Registered Agents and Brokers. NARAB is a voluntary organization that agents can join to allow easier management of non-resident licensing, while preserving state regulation of insurance. For a detailed explanation of the provisions of NARAB and its benefits to agents, go to www.piaw.org or www.pianet.org and view the Questions & Answers document.

GOOGLE wants to sell you insurance. The search engine giant already sells auto insurance on-line in Britain and will soon make its products available in the U.S. They have already secured licenses in 26 states and are working with several insurers, including Dairyland, MetLife and Mercury Insurance. For the past two years, Google has been quietly working on the project and could launch in California, Illinois, Pennsylvania and Texas by the end of the quarter. Google will have to slug it out with the current on-line sellers for the small percentage of people who actually buy insurance on the internet. But, a recent survey found that 67% of insurance customers would consider purchasing insurance from organizations other than insurance companies. That number included a substantial percentage of folks who would consider buying from on-line service providers like Google and Amazon. Let the games begin.

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From the

Boardroom John Klinzing, CIC — Director, PIA of Wisconsin

Knowledge is Power In the past several weeks I have had the opportunity to attend two graduation commencements. In watching the young people walk across the stage, shake the hand of the chancellor and then the dean of the college, you could see the excitement and yet the fear in the faces of these young graduates. What would the future bring? Will I find a job? How will I pay back all the student loans I have accumulated? All valid questions with very few answers. But just knowing that all these graduates are leaving with a four or five year higher education degree will bring comfort and most likely put them ahead of those who have not made the investment in themselves. Does this mean learning is over? No way! It should mean it is just the beginning of ones learning and continuing education. It is never complete, rather just a start of the journey.

that “knowledge is power”. He shared with me that continuing to further educate oneself through the reading of insurance journals, industry publications, and yes, reading insurance policies and coverage forms was critical to being able to “walk the talk”.

The likes of Thomas Jefferson and countless other scholars have said that knowledge is power. So, what does this mean to us as insurance professionals?

We all have asked, how can we continue to gain this “Power in Knowledge”? To start, belonging to the Professional Insurance Agents of WI and the commitment you have made along with your staff to continue toward a life of learning, teaching and sharing. To strive for one of the many designations to become a CIC, CISR, CPIA or CPCU is just a start. Those who have attained designations continue to “teach” and “learn” along with fostering an environment that continues to show that in “education there is power”, and in “knowledge there is wealth”.

Well, several years ago I was introduced to a very wise, older, but young at heart, insurance man. After several years of getting to know this person, I gained an immense amount of respect and trust in the knowledge this individual had gained over his years in the insurance business. Curious as I was in how he came to know so much about insurance and his love of the industry, he told me in a conversation we had

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FEBRUARY 15 7

OCI Administrative

Actions Ted Nickel â&#x20AC;&#x201D; Commissioner of the Office of Insurance

Madison, WIâ&#x20AC;&#x201D;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

Rebecca B. Adams, 2825 N. State Hwy. 360, Apt. 836, Grand Prairie, TX 75050, had her application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct and failing to respond promptly to inquiries from OCI. Patti A. Agnello, 1334 N. 58th St., Milwaukee, WI 53208, had her application for an insurance license denied. This action was taken based on allegations of having unpaid civil money judgments and failing to respond promptly to inquiries from OCI. Neal E. Anderson, 715 W. Elsie St., Appleton, WI 54914, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, having unpaid civil money judgments, and failing to respond promptly to inquiries from OCI. Bejay Barber, 401 McCullough Dr., Charlotte, NC 28262, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct. Dylan M. Beckwell, 1825 Baxter Ave., Apt. 7, Superior, WI 54880, had his application for an insurance license denied. This action was taken based on allegations of failing to complete the fingerprinting/criminal background check, failing to retake a licensing exam after completing prelicensing education, and failing to respond promptly to inquiries from OCI. Marcos S. Bonfante, 29 Boynton St., Lowell, MA 01850, had his application for an insurance license denied. This action was taken based on allegations of failing to provide evidence of resident state surplus lines licensure and failing to respond promptly to inquiries from OCI. 8 FEBRUARY 15

Roberto Botello, 210 Riders Walk, San Antonio, TX 78227, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and failing to respond promptly to inquiries from OCI. Gregory Brisky, 31 N. 21st Ave. W., Duluth, MN 55806, 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 Minnesota on a licensing application. Armanda C. Brown, 512. N. Hampton Rd., DeSoto, TX 75115, had her application for an insurance license denied. This action was taken based on allegations of having an unpaid civil money judgment and failing to respond promptly to inquiries from OCI. Chyreisse E. Bullock, 4785 S. Barke Cir., Taylorsville, UT 84123, had her application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, failing to disclose an administrative action taken by the state of Utah on a licensing application, and failing to respond promptly to inquiries from OCI. Samuel M. Burch, 305 Mulberry St., Morgantown, WV 26505, had his application for an insurance license denied. This action was taken based on allegations of failing to complete the fingerprinting/criminal background check, failing to complete prelicensing education and examination, and failing to respond promptly to inquiries from OCI. Joseph Carroll, 3608 S.W. 29th St., Des Moines, IA 50321, agreed to a 31-day denial of his application for an insurance license. This action was taken based on allegations of failing to respond promptly to inquiries from OCI. [continued on page 10]

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OCI Administrative Actions [continued from page 8] Richard Carter, 3714 Block Dr., Apt. 1178, Irving, TX 75038, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and failing to respond promptly to inquiries from OCI. Jason G. Christmas, 1640 E. Woodward Heights Blvd., Apt. C1, Hazel Park, MI 48030, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct and failing to respond promptly to inquiries from OCI. Shayne M. Courneya, 2416 Zimmerman St., Wausau, WI 54403, was ordered to pay a forfeiture of $500.00 and was ordered to cease and desist from submitting insurance business until appointed to do so. These actions were taken based on allegations of soliciting insurance without appointment. Howard P. Curth, P.O. Box 6284, Clearfield, UT 84089, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, failing to disclose an administrative action taken by the state of Florida on a licensing application, and failing to respond promptly to inquiries from OCI. Harold J. Gillespie, Jr., 5701 E. Hillsborough Ave., Ste. 1400, Tampa, FL 33610, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, owing delinquent child support, and failing to respond promptly to inquiries from OCI. Heidi Golz, 617 Putnam Dr., Eau Claire, WI 54701, had her application for an insurance license denied. This action was taken based on allegations of failing to apply timely for licensure and failing to respond promptly to inquiries from OCI. Matthew R. Goodness, 631 Whiterock Ave., Wisconsin Rapids, WI 54494, 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. Edson Granados, 1400 S. Wolf Rd., Bldg. 500, Wheeling, IL 60090, 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 Wisconsin on a licensing application. Todd E. Greer, 29777 Telegraph Rd., Ste. 2355, Southfield, MI 48034, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent taxes and failing to respond promptly to inquiries from OCI. Katie Hackett, 14415 S. 50th St., Ste. 150, Phoenix, AZ 85044, had her application for an insurance license denied. This

action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct. Andrew Harned, 1364 S. Babcock St., Melbourne, FL 32901, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and failing to respond promptly to inquiries from OCI. Jeffrey Hoffa, 1121 Jennette Ave. NW, Apt. 2, Grand Rapids, MI 49504, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, having an administrative action taken by the state of Michigan, having current involvement in a civil case, and failing to respond promptly to inquiries from OCI. Beth Hoppe, 1326 S. 109th St., West Allis, WI 53214, was issued a restricted insurance license. This action was taken based on allegations of having unpaid civil money judgments and exhibiting financial irresponsibility. Quentin M. Hoye, 1400 Union Meeting Rd., Blue Bell, PA 19422, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and failing to respond promptly to inquiries from OCI. Christopher L. Janisse, 10585 Fieldcrest Rd., Sister Bay, WI 54234, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct and failing to respond promptly to inquiries from OCI. Mary A. Koch, 2000 U.S. Business Hwy. 287, Ennis, TX 75119, had her application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct and failing to respond promptly to inquiries from OCI. Matthew Kozlowski, 1014 E. Potter Ave., Milwaukee, WI 53207, 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. Angela M. Krueger, 1801 W. Pershing St., Apt. 603, Appleton, WI 54914, had her 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 Wisconsin on a licensing application. Kate Kryszak, 1708 W. Summer St., Appleton, WI 54914, had her 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. [continued on page 12]

10 FEBRUARY 15

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OCI Administrative Actions [continued from page 10] Tammy L. Lindholm, 8774 Kosmal Ln., Lena, WI 54139, had her application for an insurance license denied. This action was taken based on allegations of having unpaid civil money judgments and failing to respond promptly to inquiries from OCI. Adam M. Madison, 3438 Gateway Dr., Apt. 2, Eau Claire, WI 54701, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct, failing to report an administrative action taken by the state of Wisconsin on a licensing application, having unpaid civil money judgments, and failing to respond promptly to inquiries from OCI. Jesse O. Martin, 408 N. 3rd St., Ste. 202, Wausau, WI 54403, had his application for a Wisconsin resident insurance license denied. This action was taken based on allegations of failing to timely notify OCI of address changes, providing false information on a previous licensing application, and holding a nonresident insurance license in Wisconsin while residing in Wisconsin. Andrew McClain, 3546 Bridge Walk Dr., Lawrenceville, GA 30044, agreed to a 31-day denial of his insurance licensing application. This action was taken based on allegations of failing to disclose an administrative action taken by the state of Georgia on a licensing application and failing to respond promptly to inquiries from OCI. Don Alan Nicholson, c/o Addison Postmaster, General

Allegations

and

Dana B. Polk, 9098 109th Ave., Largo, FL 33777, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and having administrative actions taken by the states of Florida, Massachusetts, Delaware, South Dakota, New York, Utah, Indiana, Delaware, Virginia, and North Carolina. Kurtis E. Schoenbauer, 2010 W. 245th St., New Prague, MN 56071, had his application for an insurance license denied. This action was taken based on allegations of having a criminal conviction which may be substantially related to insurance marketing type conduct and owing delinquent child support. James E. Torgerson, 126 Cedarfield Dr., Bartlett, IL 60103, had his application for an insurance license denied for 60 days. This action was taken based on allegations of failing to disclose administrative actions taken by the states of Indiana, Kentucky, Illinois, and Wisconsin on a licensing application. Michael R. Walsh, 1364 S. Babcock St., Melbourne, FL 32901, had his application for an insurance license denied. This action was taken based on allegations of owing delinquent child support and failing to respond promptly to inquiries from OCI.

Actions Against Companies

American Family Home Insurance Company, P.O. Box 5323, Cincinnati, OH 45201, was ordered to pay a forfeiture of $500.00 and was ordered to cease and desist from accepting business from intermediaries who have not been duly appointed. These actions were taken based on allegations of accepting business from a non-appointed agent. Berkshire Life Insurance Company of America, 700 South St., Pittsfield, MA 01201, was ordered to pay a forfeiture of $500.00 and was ordered to reply promptly to inquiries from OCI. These actions were taken based on allegations of failing to respond promptly to inquiries from OCI. Guardian Insurance & Annuity Company, Inc., The, 7 Hanover Square, New York, NY 10004, was ordered to pay a $500.00 forfeiture, was ordered to provide requested information in writing, and was ordered to respond promptly in writing to all inquiries from OCI. These actions were taken based on allegations of failing to respond promptly to inquiries from OCI. Guardian Life Insurance Company of America, The, 7 Hanover Square, New York, NY 10004, was ordered to pay a $500.00 forfeiture, was ordered to provide requested information in writing, and was ordered to respond promptly in writing to all inquiries from OCI. These actions were taken based on allegations of failing to respond promptly to inquiries from OCI. 12 FEBRUARY 15

Delivery, Addison, TX 75001, had his application for an insurance license denied. This action was taken based on allegations of failing to provide accurate information on a licensing application and failing to respond promptly to inquiries from OCI.

Hanover Insurance Company, The, 440 Lincoln St., Worcester, MA 01653, was ordered to pay a $5,000.00 forfeiture, was ordered to provide premium refunds to certain policyholders, was ordered to cease and desist from issuing insurance policies without informing consumers of certain options, and was ordered to obtain affirmative responses from policyholders. These actions were taken based on allegations of issuing policies and billing premiums that consumers did not affirmatively request. Physicians Plus Insurance Corporation, 2650 Novation Pkwy., Madison, WI 53713, was ordered to pay a $2,500.00 forfeiture and was ordered to meet with OCI on a quarterly basis to provide OCI with policies and procedures designed to timely and to properly comply with OCI requests. These actions were taken based on allegations of failing to comply with previous OCI orders and failing to respond promptly to inquiries from OCI. South Suburban Chamber of Commerce, The, 8580 S. Howell Ave., Oak Creek, WI 53154, had its application for an insurance license denied. This action was taken based on allegations of failing to respond promptly to inquiries from OCI.

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Mergers and Acquisitions: Some E&O of Wisdom

Words

by Curtis M. Pearsall, CPCU, AIAF, CPIA

The issue of mergers and acquisitions is a popular topic in the insurance news world. While there are many issues related to mergers and acquisitions to consider, there is a key – if not critical – one that doesn’t seem to get the attention it deserves: how your errors-and-omissions policy will address potential liability issues that can make a good deal a “nightmare” without the proper attention. While this is not an overly complex matter, it is also not all that simple. Bottom line, whether you are the buyer or the seller, proper planning and appropriate attention to detail are extremely important.

14 FEBRUARY 15

Consult your E&O carrier or policy Mergers and acquisitions seems to be an area where there is a tremendous lack of consistency among all E&O carriers on the options available and the process that must be followed. While the policies typically provide the necessary coverage, the options regarding the number of years varies significantly from carrier to carrier. This definitely speaks to the need to plan ahead. A good time to become educated on some of the significant coverage issues is as soon as you start thinking about buying or selling. Any good E&O carrier “worth its weight” can provide guidance and direction based on your specific scenario. For example, will the E&O carrier treat the transaction as an acquisition or is it actually a merger? What additional information is needed? Will the carrier agree to provide the coverage based on the details of the transaction? Contact the underwriter, broker or agents’ association that played a fundamental role in the purchase of your E&O coverage and explain the situation. Don’t hesitate to ask all of the necessary questions. Both the buyer and the seller should allow sufficient time for the development and providing of additional paperwork, copies of the proposed transaction documents, applications, etc., the E&O carriers may require.

When you’re the buyer It is best for the buyer to consider “asset-only” purchases, and not purchases of any liabilities of the agency going out of business. This is one of the many areas where an attorney is needed to ensure the buyer is fully protected. The traditional approach is to have your E&O policy endorsed to provide coverage for the “new” agency. The coverage, referred to by many E&O carriers as a purchased entity endorsement, will provide protection against errors made by the “new” agency starting with the effective date of the acquisition. An additional issue that must be vetted is for the buyer to know the finer details of his or her own E&O policy, including whether that policy contains a “retro date.” While liability for any claim may rest with the seller (the agency purchased), purchasing agencies (the buyers) are often still sued under the theory that the new agency purchased the liabilities of the purchased agency. The presence of a retro date may preclude defense to the purchasing agency for an otherwise defensible claim. There may be a premium charge for the purchased entity coverage as this varies from one E&O carrier to another. In some cases, there will not be a charge as some E&O carriers look to address this “additional exposure” at the next renewal. Lastly, the purchasing agency should look into either obtaining tail coverage for the purchased agency or potentially require the purchase of tail coverage as part of the deal. This is designed to ensure there is E&O protection

should a problem develop. Look to secure (or require) the 10-year tail option if it is available.

When you’re the seller If you are selling your agency, contact your E&O carrier and advise it of your plans. Don’t hesitate to ask questions regarding cost, options, timeframes, etc. This is an important decision and should be carefully planned. One of the many important issues is to understand the “known loss provision” in the E&O policy. If you are selling your agency and are aware of any actual unreported claims or situations that could lead to a claim, it is vital that these are reported to your E&O carrier to lock in coverage. Failure to report these real or potential claims has significant potential to result in a lack of coverage. The seller should secure an optional extended-reportingperiod endorsement (a/k/a “tail”). Even after a sale, the now-defunct agency is still at risk of being sued. In addition, while the law often protects the right of claimants to seek the personal assets of the agency’s former owner, an attempt could be made, thus making the tail coverage and the defense it will afford that much more important. The purpose of this optional tail is to provide an additional period of time after the expiration of the policy for which valid claims will continue to be accepted, provided the wrongful act occurred before the end of the policy period. While virtually all claims-made policies contain this provision, there is, once again, a tremendous lack of consistency as to the available options. Some policies only allow an additional 1-year “tail.” Other policies may only allow options up to 3 years. Still others provide up to 10 years – or even an unlimited period. The charge for this additional coverage comes with a hefty premium charge, so plan for this expense. Two-hundred percent (200%) of the last full annual premium for a 10-year tail is common. You only have one time to make the decision and this is not a cost that can be financed, so make sure you have the resources available.

Document retention is still an issue Whether you are the buyer or seller, it is also important to understand the importance of document retention of the purchased agency’s files. Should an E&O claim develop (and they definitely have), having access to the file and the various documents is critical. Those files should be retained as if the agency was ongoing. Looking to buy or sell? Consider the E&O issues early on and include your E&O carrier and an attorney in the discussion. This is crucial to ensuring that the process goes as planned.

Curtis M. Pearsall, CPCU, AIAF, CPIA President, Pearsall Associates Inc. and Special Consultant to the Utica National E&O Program FEBRUARY 15 15

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the We look for the best independent agents and build relationships that last the duration. We are committed to the independent agency system as the only means to deliver our products. Because of that, we work hand-inhand to help our agencies grow profitably.

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Attention Utica E&O Policy Holders: The following PIAW education classes are approved for Utica’s premium discount. Please contact Darcy at PIA for details. 1-800-261-7429 or dbrown@piaw.org • Any CIC Update • CIC Agency Management • CISR Agency Operations • Dynamics of Service • PIAW Ethics and E&O Seminars • PIAW Conducted In-House Seminars

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Through a new partnership with Vertafore, PIAW is offering FREE access to Sircon online licensing and continuing education management services. Login to: www.piaw.org and get started today! USING SIRCON SERVICES, YOU CAN: • APPLY FOR A LICENSE • RENEW YOUR LICENSE • LOOK UP AVAILABLE COURSES • CHECK LICENSE RENEWAL STATUS • CHECK LICENSE APPLICATION STATUS • REQUEST A LETTER OF CERTIFICATION CERTIFI • UPDATE YOUR NAME OR ADDRESS • FIND YOUR LICENSE NUMBER/NPN • CHECK YOUR STATUS WITH A STATE • MAINTAIN YOUR FIRM ASSOCIATION • UPDATE YOUR ADDRESS • UPDATE YOUR EMAIL ADDRESS • PRINT YOUR LICENSE © 2011 Vertafore, Inc. Vertafore, the Vertafore logo and design, Unleash your potential, and the Vertafore trademarks listed are owned by Vertafore, Inc.

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FEBRUARY 15 19

Seven Tips for "A Players"

Hiring

“I want you to meet Louise. She has a great attitude and I think you’ll like her.”

by Richard J. Bryan

Your business doesn’t run itself. The quality of your organization depends on the quality of your team—a motivated, energized staff is the key to companywide success. You want "A Players", those colleagues who contribute disproportionately to the advancement and profitability of the organization. In the same way that the Pareto Principle states that 80% of results come from 20% of your employees (based on research by the Italian economist Vilfredo Pareto in the early 1900s), your "A Players" have a measurable impact on your bottom line.

20 FEBRUARY 15

The Pareto Principle is often used in a sales environment, but it applies equally to a variety of different industries. If you can build a team of "A Players" around you, then your job as a business leader or owner becomes much easier, as you do not have to deal with endless crises and can work more intentionally on developing the future strategy for your organization.

So how do you find "A Players" for your team?

of your industry for people with the right attitude and a

The funny thing about "A Players" is that you can find them in the strangest of places. A few years ago, James was running a car dealership that was lacking in quality salespeople. He received a call from his wife while she was out shopping for strollers, and asked him to meet her at the store.

track record of success. You can always train skills and

“I want you to meet Louise. She has a great attitude and I think you’ll like her.” Ten minutes later he was walking into the shop to meet Louise. She was a class act and spent the next half an hour asking them lots of qualifying questions about their lifestyle. Once she had all the information she needed from them, she launched into a brilliant sales demonstration of various products. She was impressive. They ended up spending over $1,000 in the shop that day and were absolutely thrilled with their interactions with Louise. James was particularly impressed by her enthusiasm, her energy and her ability to listen intently to their needs, and then repeating this information back when closing the sale. Too many sales people believe that selling is about talking, but in reality it is actually about the ability to listen to your customers so that you can truly understand their needs. A few days later James went back to her store and offered her a job. He was not sure that selling cars had been on her career plan, but to her credit she took a risk and joined the team the following month. Initially, Louise struggled a bit because she had no product knowledge, no customer base and was the only female on a sales team of 30 people. However, after continual support from James and the upper-level staff and a combination of hard work and positive attitude she began to flourish. By the end of the year she was the top sales person at the dealership. When you are seeking "A Players" for your organization, don’t just look for skills and experience but start by looking for someone with a great attitude.

product knowledge. 3) Telephone screening interview – Consider having a 15 to 20 minute telephone interview with potential candidates. This can save both parties a lot of time and expense before a more formal interview is arranged. 4) Personality profiles – Use DISC or another similar personality profiling tool to make sure that you have a good fit for the role you are seeking to fill. Different fields require their own unique brand of skills, such as high-influencing personalities or levels of compliance. 5) Watch the body language – Always have another person interview with you and if possible get them to ask the questions, so that you can concentrate on listening to the answers given and also observe the body language to make sure that it is congruent with what is being said. 6) References – Always insist on speaking to a former boss for a reference. Sometimes it is not what is said about the candidate but the way in which it is said over the phone that can alert you to potential problems but also provide clues to the positive aspects of the candidate. Written references are usually very brief and not very helpful. 7) Staff referral program – Have a program in place that rewards existing members of staff if they recommend someone for a position you are trying to fill. For example, you could offer a cash bonus to your employees if their recommended candidate is taken on, and another bonus if the candidate is still with you and performing well 6 months later. This has the added benefit of ensuring that the new member of staff has a mentor looking out for them during their initial 6 months! Try some of these tips and see what works best for you. If you can surround yourself with a team of "A Players" who have great attitudes, are motivated by achievement and are strong in areas where you are weak, then your

Here are seven tips to help you find your own "A Players":

role as a leader or business owner becomes far easier. You

1) One page plan – Have a simple one page plan that you can share with future employees. This plan highlights what you have achieved as an organization during the past year and also what your Vision is for the next 3 to 5 years. "A Players" are motivated as much by being part of an organization that has clear goals and aspirations as they are by salary and benefits. They want to be part of an organization that has a purpose.

organization while your team achieves amazing results.

2) Think outside the box – Don’t just look in the same old places for new employees. Think about looking outside

can concentrate on setting the future strategy for your

Richard J. Bryan is an international speaker, executive coach and author of the forthcoming book, Being Frank: Real Life Lessons to Grow Your Business and Yourself. Through his experiences as the 4th Generation CEO in a family-owned business, Richard gained a wealth of knowledge and developed into a true leader. By applying his creative strategies, Richard helps businesses hire the right people, forge dynamic teams and increase their profits. For more information, please visit www.richardjbryan.com.

FEBRUARY 15 21

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Ethics for Insurance Professionals (Ethics CE and Utica approved)

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Ethics: Taking it to the Streets (Ethics CE and Utica approved)

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Food Borne Illness and Insurance Coverage

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Get in the Ring: Property Claims, Fights and Decisions

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Group Insurance and Pensions

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It’s Personal: Home and Auto Exposures Your Insured Won’t Tell You

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Lawn Care to Lipstick: Coverage Concerns for the Self-Employed

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Life Insurance Concepts for the P&C Agent

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Not Your Grandpas’ Globe: Recognizing and Insuring Supply Chain Interruption

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Personal Lines Complications: Because Simple is Just Too Darn Easy

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The Ever-Evolving Affordable Care Act

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Visit www.piaw.org for schedules, descriptions, webinar demo, and to register. Schedules are available two months out. Ethics is offered each month. Questions, call PIAW at 1-800-261-7429.

FEBRUARY 15 23

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FEBRUARY 15 25

When Harry Left Sally:

Employers' Obligation

By Kathryn M. Grigg to Offer Insurance Post-Divorce

Although employers may want to avoid this uncomfortable topic with employees, you can't avoid your legal obligations to an employee's former spouse post divorce. For a period of time after a divorce, you're required to offer health insurance continuation and conversion benefits to an employee's former spouse and dependents. Here's a summary of your obligations, deadlines, costs, and responsibilities after Cupid's arrow loses its zing.

Legal Framework Both state and federal law offer an employee's former spouse the option to continue group health coverage for a period of time after the divorce. State law generally applies to group or individual policies issued to employers of any size. COBRA, which is federal law, generally applies to group plans covering more than 20 employees, group plans sponsored by state and local governments, and self-funded health insurance plans. State law requires continued coverage for up to 18 months after the divorce: COBRA offers 36 months of coverage. If an employer is subject to both state and federal law, the two time periods run concurrently. For that reason, you should be prepared to apply the more stringent standards set forth in COBRA. Employers aren't required to subsidize or contribute to the former spouse's premium rates for any continuation or conversion coverage. A former spouse would have to pay either 100 percent (under state law) or 102 percent (under federal law) of the normal premium to remain on a group policy. For an individual policy, the former spouse's premium rate would be determined based on the rates applicable to the age and class of the risks for each person to be covered and the type and amount of coverage provided, with no contribution from the employer. As a result, continuation or conversion is often a more expensive option for the former spouse than obtaining coverage elsewhere. That's especially true with the implementation of the Affordable Care Act (ACA). Regardless of the small number of former spouses who actually elect continuation or conversion coverage, employers are still required to provide written notification of those options directly to the former spouse following a divorce. 26 FEBRUARY 15

Date of Divorce In Wisconsin, a couple is officially divorced when a court grants a judgment of divorce. That cannot occur until at least 120 days after the divorce action is initiated, and it usually takes much longer than that. The couple is still considered to be legally married during the pen足dency of the divorce. While the divorce is pending but before it's granted, there is typically a temporary court order in place to prevent the employee from removing his spouse from any employersponsored health insurance plan. Therefore, you shouldn't

for collecting and paying the premiums to the insurer. Under federal law, the former spouse has 60 days after receiving the notification from the plan administrator in which to elect continuation of coverage. The plan must permit payment for continuation coverage during the period preceding the election so that the former spouse can be assured of no gaps in coverage. The former spouse must make the payment within 45 days after the election. Coverage must continue without interruption and may not

expect to make any changes in an employee's health insurance

terminate for 36 months unless:

coverage merely because he is in the midst of a divorce. The

1 The former spouse fails to make timely payment.

termination of coverage for the nonemployee spouse will not

2. The employer ceases to maintain any group health plan.

occur until the judgment of divorce is officially granted.

Notification Requirements Under state law, once an employer receives notice (usually from the employee or her attorney) that the judgment of

3. The former spouse begins coverage under another group plan. 4. The former spouse becomes entitled to Medicare benefits. 5. The former spouse engages in conduct that would

divorce has been officially granted by the court, the employer

justify the termination of coverage of a similarly situated

has only five days to provide the former spouse with written

participant (e.g., fraud).

notification of the right to continue group or individual coverage or to convert to individual coverage. The notice can be sent directly to the former spouse's home address.

Continuation/Conversion of Individual Coverage Alternatively, the former spouse may have the option under state law to remain on, or convert to, an individual policy

The written notice should include the cost of the premiums

available from the employer. If the former spouse pays, the

and the manner, place, and time in which the payments must

first premium for individual coverage within 30 days, after

be made. If the employee has an individual policy, notice to the former spouse should be given at least 30 days before her coverage would other足wise terminate. If federal law applies, the plan administrator must be notified within 60 days after the judgment of divorce is granted. You should reasonably expect that employees may need assistance contacting the plan administrator. The plan administrator then has 14 days to

receiving notice from the employer, the individual policy will take effect immediately upon the former spouse's termination of coverage under the employee's policy, to prevent any gaps in coverage.

Bottom Line You must pay special attention when you're notified of an

notify the former spouse of her continuation options.

employee's divorce. Notice that the divorce has been officially

Section to Continue Group Coverage

which the employee's former spouse must receive written

Under state law, if the former spouse elects to continue group coverage and makes payment within 30 days after receiving the written notice, coverage for the former spouse and any dependents must continue without interruption. Coverage may not terminate for 18 months unless one of the following occurs: 1. The former spouse moves out of state. 2. The former spouse fails to make timely payment of the required premium. 3. The employee is no longer eligible for coverage under any group policy 4. The former spouse becomes eligible for similar coverage under another group policy.

granted (not merely that it's pending) triggers a deadline by notice of her continuation or conversion options for group or individual plans. If the former spouse makes a timely election, take care to ensure that there are no gaps in coverage. Although you aren't responsible for any share of the premium costs for the former spouse's plan, be prepared for the burden of administrative costs and time. This article was featured in the February 2014 issue of the Wisconsin Employment Law Letter, which is edited by Attorney Timothy Barber and published by BLR速--Business & Legal Resources. Reproduced here with the permission of BLR速--Business & Legal Resources. For more information about When Harry Left Sally: Employers'

Premium payments for continued group coverage are paid by

Obligation to Offer Insurance Post-Divorce, contact Attorney

the former spouse to the employer. The employer is responsible

Kathryn M. Grigg at kgrigg@axley.com or 608.283.6703. FEBRUARY 15 27

Send messages that get read —and get results

Do your e-mails get the attention—and rapid response— they deserve? Here's how to make sure people read and answer your messages while they're still fresh:

C z a j a Sworn I n F or Second T erm in A s s embly During Inaugural festivities on Monday January 5, 2015 in Madison, State Representative Mary Czaja took the oath of office for her second term. She is pictured here signing the book that lists the name of every legislator and has been used at each ceremony since 1877. Mary is a Past President of PIA and owner of CIS Group with offices in Tomahawk and Rhinelander. We are very proud of Mary for her success as an insurance agent and State Representative.

28 FEBRUARY 15

• Grab them with your subject. The subject line should read like a compelling newspaper headline. One technique is to use the subject line to tell people what you want up front: "Please come to the 3 p.m. meeting," for example, or "Do you have the Jones file?" • Limit yourself to one subject per message. Don't overload readers with questions and data. Single-topic e-mails are easier to answer than lengthy essays or questionnaires. • Ask for action. Tell the reader what you need him or her to do—present a report at the 3 o'clock meeting, or bring the Jones file to your office. Specify whether you want a response to your e-mail. If it's not necessary, tell them. • Be consistent. Tracking e-mails is easier when you keep the same subject line.

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I'm Not a Salesman . . . Or Am I?

10 Tips for Maintaining Your Professional Image While Selling Your Services By Lenann McGookey Gardner

As a thoracic (chest) surgeon, Aaron was used to working on hearts and lungs. He's a gifted surgeon, with a wonderful bedside manner, impeccable skills, and true caring for his patients' lives and families. But the truth was, his case volume was down, and so too was his income. What to do? Aaron was surprised to realize that he had a sales problem. In the medical community that deals with America's epidemic of heart disease, the cardiologist is king. When surgery is indicated, the cardiologist recommends a surgeon, and most patients, firmly bonded to the cardiologist, accept those recommendations. Aaron needed better relationships with cardiologists who could appreciate his skills and special talents. And a program of targeting specific cardiologists, and systematically and methodically building relationships with them, improved his income. So what about you? You may not cut open people's chests for a living ... but if you're a consultant, or an accountant, or an attorney, or a banker, or any of a variety of professions that rely on referrals, could you benefit from a sales approach like Aaron's? Here are 10 tips to help you improve referrals without damaging your professional image: 1. Know who you'd like to have sending business your way. A Prospect List is not a list of organizations; it's a list of human beings who could send clients to you, but are not currently doing so. Do you have such a list?

There is data saying that writing up a list of those with whom you would like to be doing business, and reading the list daily, increases the likelihood that you will actually establish those relationships!

2. Work your Prospect List. Don't let a single week go by without completing a minimum of two activities related to your Prospect List.

Sometimes you can attend a meeting that is likely to put you face-to-face with targeted prospects; failing that, you may have to send an article of interest, and suggest an in-person meeting to discuss matters of mutual concern. Aaron chose to suggest coffee with the cardiologists he encountered when doing his rounds at the hospital with which he was affiliated.

3. When you speak with your prospects, use the word "you" often, and the word "I" (or "we") seldom. Making the conversation more about your prospect and less about you will make conversations longer – perhaps long enough for trust to develop. 30 FEBRUARY 15

4. Begin every conversation with a prospect by adopting a "Clean Heart Position" – a sincere desire to see your prospects get what they want, whether or not they get it from you. Try to understand their practices/businesses, and what they're trying to accomplish; ask questions about that rather than turning the discussion to the fact that you want them to refer people to you. Once you feel you understand their objectives for their practices/businesses, restate their objectives, and be sure that the prospect agrees that you understand. If they do agree, then you can introduce the notion that you may be able to assist them in achieving those objectives, if you legitimately feel that you can. 5. At all stages of the process of cultivating referrals, be sure you are focused on the prospect, rather than on your objectives, your message, or your agenda. The way to make meaningful connections is to understand what your prospect is trying to achieve, and the extent to which he or she has PAIN that you may be able to alleviate.

For example, if you are an accountant seeking referrals from attorneys, you would want to focus a great deal on an attorney sharing with you that she has just had a bad experience referring one of her valued clients to an accountant who failed to return phone calls, thus angering the attorney's client. If that's the PAIN, then talk about that: "Oh no! The accountant you referred your client to didn't even bother to return your client's calls? "Gee, that can't reflect well on you! Unbelievable!" Let the prospect know that you HEARD, and that you understand how this behavior works against what he's trying to achieve, rather than talking about yourself and saying something like, "Well, I always return MY calls before sundown." Of course, if you are asked your own protocol for returning calls, answer the question.

6. Keep your voice at the same volume level, and speak at the same pace as your prospect does, to build rapport. Research from Dr. Genie Laborde suggests that these may be the most powerful things you can do to help others to like you, quickly! 7. Express continued interest in your prospect. As Brian Tracy has said, listen as if he could speak for the next eight years, and you would still be here, listening attentively – rather than trying to make your point. 8. When speaking with prospects, make an effort to avoid

using words that are rooted in the word "no", such as not, won't, can't, don't or aren't.

you is possible, but it requires thought about whom you'd

There's evidence that such negativity will drive prospects away from you.

these relationships. Follow these principles, and develop the

like to serve as referral sources â&#x20AC;&#x201C; and action to cultivate referral sources who will support your organization's growth

9. If the conversation gets to the possibility of working together, express enthusiasm for that, without going overboard or losing your professional demeanor.

for years to come!

10. Don't forget the people who ARE currently sending you referrals. In addition to conveying your thanks after every referral, have a regular program of base-touching with them, and put it into your scheduling program so you're reminded when to make the calls monthly, quarterly, or, at minimum, twice a year. And be sure to send business to them whenever you can â&#x20AC;&#x201C; the best referral relationships are two-way!

Today's Proven Methods for Selling Services." A Harvard MBA,

Developing relationships with those who can refer others to

YouCanSell.com or at 505.828.1788.

Lenann Gardner is an internationally known sales consultant and author of the upcoming book, "Got Sales? The Complete Guide to Lenann was the number one sales representative worldwide at a unit of Xerox Corporation, and achieved unprecedented results as a marketing executive at Mattel and in leadership roles at Blue Cross Blue Shield. She is a winner of the American Marketing Association's Professional Services "Marketer of the Year" award. For more information, please contact Lenann at Lenann@

FEBRUARY 15 31

PIA Wis half page 7.5x5 couple.pdf

1/5/15

1:47 PM

Certified Insurance Service Representative Open to Anyone!

7 WI CE Credits Course #69334

COMMERCIAL CASUALTY 1 This course strengthens your ability to have productive, assured interactions with your commercial customers in the area of commercial casualty exposures and coverages. • • • • •

Essentials of Legal Liability CGL Introduction Commercial General Liability Coverage Parts CGL Other Provisions Additional Insureds

CLASS SCHEDULE

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.

Course Instructor Todd Davis CIC

March 18 • Rothschild March 19 • Fond du Lac $170 Per Course Register at www.piaw.org or call 800-261-7429

32 FEBRUARY 15

Find an Agency Management System Vendor . . .

with help from Since our hugely successful and informational Automation Seminar in May, PIA of Wisconsin has been receiving many inquiries regarding the PIAW. Agency Management System vendors. As a service to our members, we have developed a special section on our web site to list the name, contact information and short description of vendors that agencies can contact for questions and inquires. Please visit our website to view the list, www.piaw.org.

FEBRUARY 15 33

Choose 5 of 9 to improve your 9 to 5. CISR EDUCATION FOR INSURANCE & RISK MANAGEMENT PROFESSIONALS

It still takes 5 courses to earn a CISR designation but now you have the flexibility of 9 course options. This allows you to focus on what’s important to you. We understand not everyone learns the same way or even at the same pace, so we offer courses in the classroom, online and in-house. Find out how CISR can improve your 9 to 5. Call or visit us on the web today.

• • • • • • • • •

Commercial Casualty I Commercial Casualty II Insuring Commercial Property Insuring Personal Auto Exposures Insuring Personal Residential Property Personal Lines Miscellaneous Agency Operations Elements of Risk Management Life & Health Essentials

More and more owners, managers, and producers are taking advantage of the solid education provided by the CISR designation program—and for good reason. The “S” in CISR could stand for “Sales” as well as “Service.” CISR courses are a perfect blend of foundational technical training and the skills producers need to create long-term relationships. CISR courses are convenient one-day classroom courses—also available in self-paced online and in-house formats. The practical knowledge of risks, coverages, and exposures, complement the cross-selling and account-rounding skills taught in CISR courses.

www.piaw.org 1-800-261-7429 34 FEBRUARY 15

CISR is a solution to satisfaction for your clients, the agency, companies, and you!

Contact PIA of Wisconsin today! 1-800-261-7429 • www.piaw.org

CyberTech (6 WI CE Credits, # 70764)

2015 March 31 – Radisson / Appleton April 1 – Marriott Milwaukee West / Waukesha 8:30 a.m. – 3:30 p.m.

Jerry Hargrove, J.D., CIC, CPIA, SCLA, FCLA, PICS, LICS Insurance Litigation Counselors Euharlee, GA

How many of your clients have a third-party exposure because of technology/innovation and have no idea their traditional liability and property policies are woefully inadequate? Are you doing your job in offering intangible loss coverage to protect your clients and manage your own errors and omissions risk? Today, Cyber Insurance is a critical additional cost of doing business. Cyber coverage is not a future need, it is here now! • •➢ •➢ •➢ • •➢ • •

When Traditional Bricks & Sticks Policies Don’t Work Cyber Insuring Agreements including Privacy and Security Liability Crisis Management Cyber Extortion Media or Web Content Liability (Copyright & Patent Infringement) Custom Design of Coverage for Intangible Risk IT Failure Electronic Data

V i s i t o u r g en e r o u s s p o n so r a t www.er i cks o n l ar s en i n c. c o m

Attention CICs!

Exciting update options; they fill up quickly.

visit www.piaw.org or call PIA at 1-800-261-7429

FEBRUARY 15 35 2015 CyberTechSeminarFINAL.indd 1

11/20/14 8:55 AM

The Search for

New Employees

in the Millennial Generation Are you looking for clerks or insurance professionals? By Al Diamond

Every professional, independent insurance agent reading this knows how hard it is finding new employees. Writers and consultants make their living telling you how to advertise, interview, test, train and manage employees. So, why can’t we get new people to join independent insurance agencies?

We blame the market conditions. We blame lack of education or lack of motivation. Yet millions of people in the U.S. are unemployed or under-employed and new generations flow from our high schools and colleges every year. Unless no one in a generation is qualified or can be taught to understand the insurance industry and relationship management with the insurance-buying public, we must finally realize that the problem is internal, not external. If you were offered the kind of job that you have available within your agency, would you be inclined to take it? In many cases, the answer would be a resounding “No,” because we want more opportunity and less routine than the normal administrative or processing jobs for which we are recruiting. And, you would probably answer “No,” to your agency’s production jobs if the producer is given basically a desk and told to “Go out and sell insurance.”

36 FEBRUARY 15

We actually have had client agencies decline employees because they felt they were too aggressive and upwardly mobile. Those who were hiring wanted a clerical service staff and were afraid the candidate would learn all he or she could and then leave the agency.

Talkin’ about their generation Millennials, Generation Y, Gen We, the “Me, Me, Me” Generation or whatever you wish to call the current generation seeking entry-level jobs and careers (born after 1980), are “era-hoppers.” They are old enough to remember before high-speed Internet, but young enough to be immersed in the digital revolution. They have short attention spans; heavy student debt that will take them decades to pay off; and an obsession with portable digital tools (e.g., smartphones, tablets, Google Glass, etc.). They watch un-real, reality TV; do research on Google; and they

love YouTube. Their friends are on Facebook and Twitter. On the job, they want instant and constant feedback and career development. They want their managers to assure them that they are doing a good job or, if not, to be told why and what they can do better. They need that instant feedback because they are not afraid of leaving a job as soon as they feel they are not appreciated or that their goals are different from the opportunities presented by the position. Millennials are narcissistic. They were coddled as children and they are a little delusional about what the future should bring for them. However, this delusion will dissolve naturally in the realities of life as they grow into their 40s and beyond. Millennials are focused on the material and are less likely to be politically radical (in any direction) and more open-minded and liberal than their predecessor generations. They are less concerned with helping others than Generation X or the baby boomers before them.

Hiring, managing How do you hire and manage millennials? Below are seven suggestions to help you make the most out of hiring this generation of up-coming professional insurance agents. 1.) Multitasking and job diversity. If you want the best of the millennials to come work for you, design the jobs to be multilevel, not just routine clerical or administrative functions. Find out what interests them during your interview process and change the job to suit the personality of the employee. This works well when a customer service job can be combined with mobile computing and social networking. Blogging and networking can be an effective way to communicate with existing and new customers. If you have no idea how to use these communication platforms, hiring millennials is a start. They have been immersed in this technology and you can use their strengths to help strengthen your agency. 2.) Millennials are tech-savvy. Consider expanding your traditional job description beyond customer service. It’s possible that your millennial hires will be interested in updating and managing your agency’s website. 3.) Millennials want to feel that they are making a difference; that their role is important; and that it allows them to showcase their abilities. Don’t make the job a clerical routine function or you won’t get the prime millennials to apply for the job. 4.) Millennials will protect their personal time. They are no less dedicated to the task at hand, but they believe that 9-to-5 means working a business day. Don’t expect automatic overtime. It is not a matter of lack of commitment, it’s a different lifestyle (probably a better one

than those of us who work 60-80 hour weeks). 5.) Millennials love to work as teams instead of individuals for eight hours. They are collaborators and social and want to share to gain the greatest joint benefit. 6.) Millennials want relationships with managers and an open management style with feedback. We have seen many millennials leave an agency quickly upon learning that the “sales job” they were recruited for did not match the task and position after the hire. 7.) Consider career pathing the jobs you have in the agency. This means providing a way to improve and change the role of any new hire based on their performance. This does not imply (and you should never promise) promotions. You can tell prospective employees how they can improve their compensation or career potential within the agency based on their performance.

‘Redesign’ your agency It will not be easy for 50- or 60-year-old agents to consider changing their attitude in order to hire a 20- or 30-year- old to replace the staff who are the same generation as the owner. The job no longer dictates the role with many people lining up to take a menial job that they will occupy for the rest of their career. But, if you don’t change the roles to fit the generation you are targeting you will never get the best of the generation. You will be relegated to those people who are second-, third- or lower-tier individuals and you may not be happy with the result. Too many agents have become so anxious about hiring millennials that they don’t even use the traditional recruitment, screening and testing phases of hiring process. They jump right into a hire and use the 90-day probationary period as the test for a new employee. Obviously, that process generates poor hires and lackadaisical and unmotivated (albeit young) employees who leave as quickly as they arrive at the agency’s door. Redesign the way your agency operates. Professional, independent insurance agencies are different today compared to even 10 years ago. Yet we try to perform the same processing and administrative efforts with the same kind of people we did in the last generation. The job redesign fits both the new millennial generation and the new digital age of insurance agency operations. Diamond is with Agency Consulting Group Inc., a consulting firm for independent agents. Call (800) 779-2430 or email info@ agencyconsulting.com or visit www.agencyconsulting.com. Reprinted with permission from PIA Management Services, Inc. FEBRUARY 15 37

PROFESSIONAL INSURANCE AGENTS OF WISCONSIN, INC.

OFFICERS

DIRECTORS

Ms. LouAnn Herriges, CIC, CISR President Anderson's Insurance Associates 17500 W. Liberty Lane New Berlin, WI 53151 Phone 262-789-8500 Fax 262-754-6038 louannh@iaanetwork.com Mr. Rick Clements, LUTCF, MDRT Vice President Clements Ins. Agency, Inc. 317 N. 6th St. Wausau, WI 54402 Phone 715-842-1664 Fax 715-848-3337 rick@clementsagency.com

February 2015 April 2015

Mr. Dennis Kuhnke, CIC, CPIA PIAW National Director Robertson Ryan & Associates Inc. 330 E Kilbourn Ave. Suite 650 Milwaukee, WI 53202 414-271-1561 Fax 414-271-3012 dkuhnke@robertsonryan.com

Mr. Michael Keener, CIC Keener Insurance Solutions, LLC W 175 N11081 Stonewood Dr Ste 105 Germantown, WI Phone 262-293-9144 Fax 262-293-9254 michael@keenersolutions.com

Ms. Kathy M. Mulder Nolan Insurance Agency LLC PO Box 238 Brandon, WI 53919 Phone 920-346-2241 Fax 920-346-5600 kmulder@nolanins.com Mr. Trey Neher, CIC, CISR THZ Insurance Group 420 E. Northland Ave. Appleton, WI 54911 Phone 920-730-0123 Fax 920-833-6870 tneher@thzins.com

STAFF 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 Administrative Assistant mpenn@piaw.org Becca Prestbroten Special Project Coordinator bprestbroten@piaw.org Brenda Steinbach Education & Convention Director bsteinbach@piaw.org

11, 12

CISR PERSONAL LINES MISCELLANEOUS Brookfield, Green Bay (7 WI CE)

HOT TOPIC/WILLIAM T. HOLD SEMINAR Madison (7 WI CE, 3 are Ethics)

19-20

CIC JAMES K. RUBLE GRADUATE SEMINAR Milwaukee (16 WI CE, 4 of 16 optional Ethics)

4-6

CIC COMMERCIAL CASUALTY Middleton (20 WI CE)

18, 19

CISR COMMERCIAL CASUALTY 1 Rothschild, Fond du Lac (7 WI CE)

CYBERTECH 2015 Appleton (6 WI CE)

CYBERTECH 2015 Waukesha (6 WI CE)

14-15

CIC EXECUTIVE RISK RUBLE Milwaukee (16 WI CE)

CISR AGENCY OPERATIONS Brookfield (7 WI CE, 1 is Ethics)

22-24

CIC LIFE & HEALTH Milwaukee (20 WI CE)

CISR ELEMENTS OF RISK MANAGEMENT Tomah (7 WI CE)

20, 21

CIC JAMES K. RUBLE GRADUATE SEMINAR Middelton (16 WI CE, 4 of 16 optional Ethics)

CPIA1 – POSITION FOR SUCCESS Green Bay (7 WI CE)

CPIA2 – IMPLEMENT FOR SUCCESS Wauwatosa (7 WI CE)

CPIA3 – SUSTAIN FOR SUCCESS Madison (7 WI CE)

3-4

CISR COMMERCIAL PROPERTY Green Bay, Madison (7 WI CE)

CISR PERSONAL RESIDENTIAL Wausau (7 WI CE)

17-19

CIC PERSONAL LINES Rothschild (20 WI CE)

May 2015

38 FEBRUARY 15

March 2015

June 2015

Coming Events

Mr. Jeremy Cordova, CIC Cordova Agency, Inc. 716 E 2nd St. Merrill, WI Phone 715-536-9576 Fax 715-539-3349 jeremy.cordova@cordovaagency.com

Mr. Jeff J. Glass A.F. Glass Insurance Agency PO Box 1149 Lake Geneva, WI 53147 Phone 262-248-5555 Fax 262-248-5544 jglass@glassinsurancecenter.com

Ms. Jodi Cordes, CIC, CRM Secretary A.F. Glass Insurance Center P.O. Box 1149 Lake Geneva, WI 53147 Phone 262-248-5555 Fax 262-248-5544 jcordes@glassinsurancecenter.com

Mr. John W. Klinzing, CIC Affiliated Ins. Agencies of WI, LLC 3830 Atwood Ave. Madison, WI 53714 Phone 608-310-3924 Fax 608-441-8787 johnk@affiliatedllc.com

Mr. Matt Cranney, CIC M3 Insurance Solutions, Inc. 3133 W Beltline Hwy Madison, WI 53713 Phone 608-273-0655 Fax 608-273-7783 matt.cranney@m3ins.com

Mr. Brian MacGillis, CPIA Treasurer MacGillis Agency, Inc. W3934 County Highway H PO Box 100 Fredonia, WI 53021-0100 Phone 262-790-0000 Fax 262-790-0004 brian@macgillisinsurance.com

Mr. Thomas Budzisz BWO Insurance Group, LLC 2111 E Rawson Ave. Oak Creek, WI 53154 Phone 414-768-8100 Fax 414-768-8110 tom@bwoinsurance.com

Expect big things in workers’ compensation. Expect to save a third of your clients 30% or more. Most classes approved, nationwide. For information call (877) 234- 4450 or visit auw.com/us.

Applied Underwriters

National Underwriter Back Page Ad Live 7.75” x 10.25” Trim 8.5” x 11”

FEBRUARY 15 39

6401 Odana Road Madison, WI 53719 Change Service Requested

Professional Insurance Agents of Wisconsin, Inc. 6401 Odana Road • Madison, WI 53719 (608) 274-8188 • (800) 261-PIAW • FAX (608) 274-8195 • TOLL FREE FAX: (866) 203-7461 www.piaw.org

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

Primary Contact Information:

The Primary Contact will receive a copy of the Wisconsin Professional Agent magazine and all mailings from PIA State and National. The Primary Contact will have voting privileges at both PIA State and National.

Name & Designation

DOB

Gender

Employment Status

Part-time

Magazine

Nat’l Voting

Privilege

o o

Male Female

o o

Corporation

Licensed Owner Licensed Producer

INCL INCL

Agency Information: Agency Type:o Sole Owner

Top 3 P&C Companies (list in order)

Partnership

Other Association affiliated with_____________________________

1)__________________________ 2)__________________________ 3)____________________________

Which Agency Management System are you using____________________ E&O Carrier_______________________________________Exp. Date______________ Annual P&C Prem. Vol._____________________________

Calculate Membership Amount Due:

Part-time employees count as one-half. If count ends in half, drop half. # Owners_________+ # Producers_________+ # Licensed staff_________+ # Unlicensed staff_________= Total Agency Size_______________ DUES SCHEDULE Total Agency Size $Amount Total Agency Size $ Amount 1 385 16 1025 2 430 17 1070 3 475 18 1110 4 520 19 1155 5 565 20 1185 6 605 21 1230 7 655 22 1270 8 695 23 1320 9 735 24 1360 10 775 25 1405 11 820 26 1445 12 865 27 1490 13 900 28 1530 14 940 29 1575 15 985 30 & Over 1610 I certify that the information on this application is true and correct. Signed_______________________________ Dated_______________________

Total Amount from Dues Schedule $_______________ Send:

Check

VISA

DIS

AMEX

Card No._________________________________________________________ Exp. Date_________________________________________________________ Name as it appears on card:__________________________________________________ Billing address if different from above: __________________________________________________________________ __________________________________________________________________ Payments to PIA are not deductible as charitable contributions for federal income tax purposes. However, they may be deductible under the provisions of the Internal Revenue Code as a business expense.