JULY 2018 | PENNSYLVANIA
PULL YOUR TEAM TOGETHER
TRAITS OF TOP PERFORMERS
At Plymouth Rock, we know that a strong and dedicated partnership will help your agency grow and thrive.
That is why we offer programs and benefits that will make your agency stronger and more profitable. • Breakthrough HOME quoting tool • Unique benefits and services like Get Home Safe® • Competitive rates
• Over 30 years of experience serving agents with More Than Just Insurance • Highest quality service and customer care
Get in touch with us and find out how we can grow together! To talk about appointment opportunities for your agency, contact:
David Gant, Chief of Agency Marketing at dgant@plymouthrock.com. Plymouth Rock Assurance is a marketing name used by a group of separate companies that write and manage property and casualty insurance in multiple states. Insurance in Pennsylvania is underwritten by Palisades Insurance Company, Palisades Property and Casualty Insurance Company and High Point Preferred Insurance Company
IN THIS
12 THE PSYCHODYNAMICS OF TOP PERFORMERS Top performers have common traits. Learn from business consultant and performance coach Richard Molden what successful people share – and how you can adopt those characteristics.
20 HOW TO BUILD A WINNING CROSS-GENERATIONAL TEAM
Teamwork is vital to an agency’s success. Read along as HR consultant Karen DiGioia takes a look at what it takes to meld a multi-generational workforce into a cohesive unit.
IN EVERY ISSUE 2 3 4 6 8 10 26 28 28 28
Chair of the Board’s Message Claire-ification Preventing Errors & Omissions Coverage Corner State News IA&B Partners Pics & Posts Education Classified Ads Advertiser’s Index
JOIN US ON SOCIAL MEDIA: Facebook.com/IABforME LinkedIn.com/company/IA_and_B Twitter.com/IA_and_B
About IA&B IA&B is the premier resource and champion for independent insurance agents in Pennsylvania, Maryland, and Delaware. Periodical postage paid at Mechanicsburg, Pa. and at additional mailing offices. Postmaster: Send address changes to Insurance Agents & Brokers, 5050 Ritter Road, Mechanicsburg, PA 17055. Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2018-7, is published monthly by IA&B Service Group Inc., a subsidiary of IA&B.
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Copyright 2018. All rights reserved. No material may be reproduced in whole or in part without written consent of the publisher. The information in this publication is general in nature and not intended to serve as legal, accounting, financial, insurance, investment advisory or other professional advice as to any reader’s particular situation. Users are encouraged to consult with competent legal, financial, insurance, investment advisory and/or other professional advisors concerning specific matters before making any decisions. We disclaim any responsibility for any decisions or actions by readers. Statements of fact and opinion in Primary Agent are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of IA&B. Participation in IA&B events, activities and/or publications is available on a non-discriminatory basis and does not reflect IA&B endorsement of the products and/or services.
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CHAIR OF THE BOARD’S MESSAGE
BOARD OF DIRECTORS INSURANCE AGENTS & BROKERS
WHEN GENERATIONS COLLIDE
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5050 Ritter Road | Mechanicsburg, PA 17055 800-998-9644 | IABforME.com
OFFICERS
Chair of the Board
John B. Hollister
hether your agency is a two-person shop or a multi-location conglomerate, interpersonal dynamics can make or break it. And a common stumbling block in an office (any office, not just an independent agency) is friction caused by generational differences. This certainly isn’t the first time that generations don’t see eye to eye. But, thanks to longer life expectancies, it is the first time that workplaces employ people from as many as five generations at once: spanning from the pre-Baby Boomer “Traditionalists” (born before 1946) to the post-Millennial “Gen Zs” (born after 1997). The truth is, it’s not always easy to find common ground. But with time and effort – on all sides – it can happen, and it’s worth it. In fact, the future of the independent agency system hinges on our ability to bring new generations into the fold and to learn from one another. Your agents’ association, IA&B, is committed to helping you navigate this unchartered (and, admittedly, sometimes bumpy) terrain. Take a look at this month’s Primary Agent magazine for tips, and then take advantage of your member resources – on human resources, agency management and more – to position your agency for tomorrow.
Vice Chair of the Board
Craig S. Mader
Immediate Past Chair of the Board
Michael F. McGroarty Sr.
MEMBERS
Emory Stephen Burnett, CIC, ARM Wilmington, Del.
Richard F. Corroon, CPCU Wilmington, Del.
Michael P. Ertel Sr.+ Columbia, Md.
Ashley M. Fitzsimmons, CISR Forest City, Pa.
G. Greg Gunn, CIC* Lemoyne, Pa.
Bryan C. Hanes, JD Hagerstown, Md.
David C. King Lancaster, Pa.
Lisa A. Leach Goth, CIC New Bethlehem, Pa.
Elizabeth H. Martin, CIC Millersville, Pa.
Mark J. Monroe
West Chester, Pa.
All the best,
Joseph R. Pastor, CPCU, AAI Oil City, Pa.
Richard M. Rankin, CIC Lancaster, Pa.
John Hollister Chair of the Board
April E. Ressler, CIC Altoona, Pa.
D. Bradley Rosenkilde Jr. Hunt Valley, Md.
Tara S. Silfies, CPCU Bethlehem, Pa.
Glenn R. Strachan
Ft. Washington, Md.
Bryan S. Willey Dover, Del.
Lawrence A. Wilson, CIC, CPIA, CPCU, ARM** Newark, Del.
J. Marshall Wolff, CIC, CPCU Easton, Pa.
* Pa. IIABA National Director ** Del. IIABA National Director + Md. PIA National Director
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Claire-ification IA&B Vice President - Advocacy Claire Pantaloni, CIC, CISR provided this month’s answer.
QUESTION:
How many policies should a CSR handle?
ANSWER:
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n short, it depends. There is data available to benchmark agencies, and this information can be extremely useful in assessing your agency’s performance in a number of different areas. The data varies by agency revenue size and/or by line of business, making it more difficult to give a blanket answer. A Commercial Lines CSR will generally not be expected to manage as many accounts as a Personal Lines CSR. Also, if your agency specializes in a type of risk that requires more individual attention, this should have an impact on the number of policies handled by staff. Finally, note that when agency productivity is measured as a percentage of book serviced, it is often expressed in premium dollars rather than policy count.
BEST SOURCES FOR THIS KIND OF INFORMATION It is important to review these numbers on a regular basis, in order to identify trends and/or changes in the agency (particularly if you’re contemplating or asked to hire new staff to handle the workload), and getting a clear picture may require cross-referencing several sources. Some of the publications or tools
you can use to compare your agency with others include: • The Best Practices Study is an annual study filled with invaluable data. It touches upon many aspects of an agency: from the average revenue managed by staff, to the average dollar amount spent on marketing, new commissions produced by Commercial Lines producers, compensation, number of carriers represented, and many, many more. It also provides this information for the top performing agencies. I cannot stress enough how rich this study is. A link to the study is available at IABforME.com/ benchmarking. • The Producer Profile, the CSR Profile, as well as the Growth & Performance Standards, are all published by the National Alliance Research Academy. • MarshBerry will also occasionally publish compensation or productivity data. Some examples: • According to the CSR Profile (2011 edition*) a Personal Lines CSR handles an average of 526 accounts (with a median at 347), a new business servicing volume of $127,000 and a renewal business servicing volume of $700,000. A Commercial Lines CSR handles an average of 219 accounts (with a median at 120), a new business servicing volume of $390,000 and a renewal business servicing volume of $2,527,000. • The 2017 Best Practices Study provides an average line of business revenue
per staff (including both Sales and Service) between $206,196 and $247,514 for Personal Lines depending on the revenue size of the agency. For Commercial Lines, the average varies between $242,000 and $387,000 depending on agency size.
CONSULT MULTIPLE SOURCES When some of the sources come from surveys, the law of large numbers may not always be met, which could make the data less reliable. By reviewing the results from different sources, and not using only raw numbers but percentages as well, you may be able to eliminate some outlier information, even out the results and obtain a clearer picture for your agency. Finally, let’s state the obvious – when benchmarking your agency, use the same comparison points (the Best Practices Study includes an appendix that spells out what criteria were included in the calculations, making it easier for you to calculate results for your own agency). Find more information at IABforME. com/benchmarking. * Release of the 2018 edition of the CSR Profile is expected this summer.
Ask our experts! Have a question? Rely on our team to find the answer. Contact Claire: 800-998-9644 Ext. 604 ClaireP@IABforME.com IABforME.com
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PREVENTING ERRORS & OMISSIONS
IS YOUR INSURANCE AGENCY STAFF AFRAID TO REPORT A POTENTIAL CLAIM TO MANAGEMENT? By Curt Pearsall, CPCU, AIAF, CPIA
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n my prior life at an agency in the Utica, NY area, this was basically the culture: Bring a potential claim to the boss’s attention and the pink slip was next. So what did we do? If an issue or problem developed, we didn’t say anything. Essentially we prayed that the problem would go away. Sometimes it did, sometimes it didn’t. Bottom line, there are a number of problems with a culture like this. The
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language in your E&O policy may require that these matters be reported for coverage to be triggered. In addition, failure to notify the carrier does not allow for the involvement of the E&O carrier to assist in resolving the matter. And after all, this is a major benefit of dealing with a quality and proven E&O carrier. They are there to provide more than just a policy. They are there to provide expert advice and guidance as issues or problems develop.
JULY 2018
By reporting the incident to the carrier, you have now protected the agency in case the incident develops into a claim. The E&O carrier then will determine whether any further discovery is necessary. This may involve reviewing the file in question or actually discussing the matter with the agency staff involved. Actually in many cases, the E&O carrier may feel that no further action is necessary.
To reinforce this, discuss this topic at an upcoming staff meeting. The discussion should include what the E&O policy covers and what it does not. Many E&O carriers have expanded their coverage grant to include a host of supplementary coverages such as Disciplinary or Regulatory Proceedings. Your staff may not be aware of these additional coverages. Strongly stress the importance and benefit of providing timely notice to the E&O carrier of potential E&O claim matters. Although the agency staff member may feel confident that they did not do anything wrong, you still may have a customer that is extremely upset and you are of the belief that they may be pursuing some legal action against the agency. Also, mistakes do occur; after all, we are human. Make sure that you communicate to the staff that if they made a mistake, they will not be fired if a problem develops. When you bring the matter to the carrier’s attention (by phone or in writing), include sufficient detail to properly inform the carrier and also to comply with any policy conditions regarding this matter. Some agents have advised me that they are, at times, reluctant to notify the E&O carrier of these issues due to their concern about the potential fallout (increase in premium, change in deductible, etc.). While I understand that this is an issue, the bottom line is that you should notify the carrier to ensure that policy provisions and conditions are complied with and to enable the E&O carrier to get on top of the matter early on. As any attorney or trained E&O professional would advise – err on the side of caution. There really is no other way. urt Pearsall, CPCU, AIAF, CPIA, penned this C article. He is a consultant and national expert on errors and omissions for insurance agencies. Pearsall Associates Inc. specializes in E&O risk management and loss control by working with agencies to develop a “culture of E&O prevention” by understanding areas of potential liability and improving the focus on E&O loss control. He also provides expert witness services to law firms for E&O claims and litigation.
EXPECT MORE FROM AN E&O AGENT THE RISK management insight provided monthly in this column is just a taste of what the IA&B Service Group offers its customers: a serious E&O program backed by a full association … not just a policy. Our team will find the programs that offer you the best value. We work with reputable, established carriers to find top-quality coverage. Insurance Placement Specialist David Wertz is ready to find the best programs for you. Contact him today.
David Wertz IA&B Insurance Placement Specialist 800-998-9644 Ext. 506 DavidW@IABforME.com IABforME.com/E&O
You Worked Hard to Build Your Agency. IA&B will Protect It. IA&B Offers Coverage that Agents Need. Contact us today. For personalized service, CONTACT DAVID WERTZ 800-998-9644 ext. 506 DavidW@IABforME.com IABforME.com/agency_insurance
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COVERAGE CORNER
INSURE TO VALUE – BUT WHAT VALUE? By Jerry M. Milton, CIC
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very one of us, at one time or another, when discussing property insurance, have said, “We need to insure it to value.” But, what value? We’re usually talking replacement value. We call it “replacement cost,” which means “like kind and quality.” We rarely, if ever, talk about upgraded value, which means replacing with something better and probably more expensive. In reality we do that all the time with replacement cost when we replace new for old. But I’m talking about a different “upgraded value.”
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Let me tell you my story. I moved to Auburn, AL in 1967. Auburn was a small college town. It’s the home of Auburn University. The old downtown section, which consists of five or six blocks of book stores, drug stores, clothing stores, shoe stores, jewelry stores, and a couple of banks, borders the campus. Not all, but most, of the buildings in the downtown section were built in the late 1800s or early 1900s. They may have had a new face, but they were old! I was trying to grow my small agency. I called on everybody. Most of them were badly underinsured. They had never
JULY 2018
heard of coinsurance. I got pretty good at explaining “had over should.” Many of them agreed with me and increased their limits. On Sunday morning, Sept. 15, 1978, an old, unused boiler, which was connected to the gas line in the basement of the Kopper Kettle building, exploded. The entire downtown section of Auburn was either totally destroyed or badly damaged. The explosion affected 70 businesses. Many of them were my clients. Thank goodness we had increased their limits and kept them up to date. They had $300,000 instead of $100,000. They were grateful.
But we were not prepared for the surprise that awaited us. And, it was a big surprise!
higher than the replacement cost limit shown in the Declarations.
We discovered that most of those buildings did not meet the requirements of the Southern Building Code and before we could repair or replace, we had to upgrade to satisfy the current code requirements.
Don’t make the same mistake I did. You should ask the insured the following:
These additional costs to upgrade are called increased cost of construction as required by an ordinance or law regulating demolition, construction or repair of a building. Many property forms include a limited amount for increased cost of construction. But it’s a small amount – $5,000, $10,000, maybe $25,000. Not nearly enough.
• If so, are you allowed to make repairs or will you have to demolish the building and rebuild?
We have to add the Ordinance Or Law Coverage endorsement (CP 04 05). This endorsement provides coverage for loss to the undamaged portion of the building (Coverage A), demolition of the building (Coverage B), and the increased cost of construction (Coverage C). Coverage applies under this endorsement if the ordinance or law is in effect at the time of loss and the building sustains direct physical damage that is covered under the policy and results in the enforcement of the ordinance or law. The big, big, big mistake I made, and many of us make, was that I didn’t sell those clients enough increased cost of construction coverage. We guessed, and most of the time we were low. The only good thing is that coinsurance does not apply to this endorsement. We were not insured for replacement cost since the ordinance or law prohibited us from replacing with “like kind and quality.” We were not insured to value since the value included increased cost of construction as required under the building ordinance or law and this value was considerably
• Is your building subject to any ordinance or law regulating construction?
• What additional costs will you incur? • How much increased cost of construction coverage is needed? Y’all take care!
Jerry M. Milton, CIC, teaches and consults on industry issues. The legal profession recognizes him as an expert on insurance coverages. He also serves as our education consultant, working with our CISR, CIC and continuing education programs. Catch him at one of our upcoming seminars: IABforME.com/education.
CONSUMER EDUCATION, MADE SIMPLE EDUCATING CUSTOMERS positions you as a trusted insurance advisor, and it could reduce your risk of an errors and omissions claim. Rely on IA&B’s vetted consumer education content to answer your customers’ frequently asked questions. Our extensive library covers two dozen topics, including ordinance or law coverage. Contact us or log onto our website to learn more.
Claire Pantaloni, CIC, CISR Vice President - Advocacy 800-998-9644 Ext. 604 ClaireP@IABforME.com
Don Bankus Legal & Corporate Affairs Director 800-998-9644 Ext. 603 DonB@IABforME.com IABforME.com/consumer_education
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ONWARD & UPWARD: A MESSAGE FROM JASON ERNEST Opening the mail a couple of months ago, I came across a letter from the IRS. I was expecting some information about the recent tax changes but instead read these first six words, “You are under an IRS audit...” Just what I needed in my first months on the job.
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In an interesting case of irony, it turns out the exact thing we have been warning and counseling our members about happened to us. We were randomly selected for a full audit of our employees, particularly those that we classified as non-exempt and those we classified as independent contractors. And beyond that, we were asked to provide countless other supporting documentation. It was pretty clear the IRS was going to go digging.
The in-person audit took place a little over a month ago. An IRS agent came to our office and spent the day with us, asking hundreds of questions and requesting on-the-spot records of various kinds. It was a full day of interrogation, but in the end we provided everything requested. We recently received official notice that the audit is complete, with no deficiencies found.
After the initial shock, I read the details further and became a little more comfortable. The documents requested were job descriptions, 1099s, employee handbook provisions and other written-office procedures, and significant accounting records. It was a lot and was going to take time to prepare and pull, but we had it all.
This isn’t a pat-on-the-back article. This is a cover-yourback article. Too often our members take the “can’t happen to me” approach, thinking the regulator isn’t going to come looking in their agency. That is a gamble – one that can have serious consequences. It was very clear during our audit that had
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we not had things in order, it would have been a long, and costly, ordeal. Take the time to get things in order in your agency. We are here to help, and in some cases do the work for you. We can perform our own audit of your agency (and trust me, you’d rather have us in as opposed to the IRS). We know the laws, regulations, and rules as they apply to independent agents, and we have the tools to address them. Give us a call at 800-998-9644, option 4 to get started.
Jason Ernest, Esq. IA&B President & CEO
STATE NEWS
REBATING LEGISLATION TAKES EFFECT State lawmakers this spring sent to the governor two pieces of legislation which – effective Tuesday, July 3 – will allow producers and insurers to offer gifts of up to $100 to their clients and prospective clients. Specifically, the legislation allows producers and insurers: to offer or give to an insured or prospective insured, on an annual aggregate basis, any favor, advantage, object, valuable consideration or anything other than money that has a cost or redeemable value of less than or equal to $100. The receipt of anything of value may not be contingent on the purchase of insurance. Your IA&B government affairs team was successful in having the legislation amended to expressly allow producers to provide loss control services to their insureds without being labeled an inducement.
CAN CARRIERS EXCLUDE DOGS BASED ON BREED, BITES? With new data showing a continued increase countrywide in dog-bite claims (claims up 2.2% and average claim costs up 11.5% over last year), it’s no wonder insurance companies are looking to exclude certain dogs from policies. And, according to the Pennsylvania Insurance Department, in some cases they can. State regulators assert that there is no statutory prohibition against insurer refusals to insure based on dog breed. However, after a policy has been in force for 60 days, there is a prohibition against termination based solely on breed. Biting history is an acceptable factor for non-renewal. This interpretation is based on the Unfair Insurance Practices Act and the Dangerous Dog Law. Access our online resources for more on the statutory references, as well as the positions of regulators in neighboring states.
CE WITH A SIDE OF GRILLED CHEESE It’s not too late to register for our hot summertime special topic seminars. Grilled Cheese, Beer & Insurance: Covering the Business of Food and Drink July 10 - Mechanicsburg, PA* Aug. 9 - Pittsburgh, PA Sept. 27 - Phoenixville, PA The Good & Nasty Stuff: Endorsements You Want and Don’t Want on Your Policy July 24 - Macungie, PA Sept. 5 - Monroeville, PA Sept. 6 - Mechanicsburg, PA IABforME.com/SpecialTopics *T o kick off this series, a food truck will roll in and serve up fresh-made grilled cheese sandwiches for lunch on July 10!
IABforME.com/dog_breed_exclusion
IABforME.com/rebating
WELCOME NEW MEMBERS BROWN-SMILEY-NEDLEY INSURANCE Uniontown, PA
AIS INSURANCE GROUP INC Malvern, PA
EK INSURANCE Gilbertsville, PA
BEAN MASON & EYER INC Doylestown, PA
ASSURED PARTNERS TRANSPORTATION Warminster, PA
Learn more about membership by contacting IA&B Vice President – Membership Tim Wonder. 800-998-9644 Ext. 351 | TimW@IABforME.com | IABforME.com/membership
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PARTNERS PROGRAM
& through IA&B’s Partners Program.
Supporting Connecting
2018 Partners
ELEVATING AGENTS
The IA&B Partners Program allows companies to support and connect with independent insurance agents and brokers in Pennsylvania, Maryland and Delaware. Through their sponsorship, Partner companies allow IA&B to offer the programs and services that help member agencies succeed.
Program
Offering sincere thanks Among the IA&B Partners are the following Platinum-level sponsors.
CALLING ALL COMPANIES Your support helps independent agents succeed and their agencies become more profitable — a win for your company and the independent agency channel. What’s more, you will find more value than ever before from our revamped Partners Program.
PLATINUM PARTNERS ACUITY Agency Network Exchange LLC Chubb Donegal Insurance Group Erie Insurance Group Insurance Agents & Brokers Service Group Millers Mutual Group Penn National Insurance Plymouth Rock Assurance The Main Street America Group
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Learn more by visiting IABforME.com/Partners or by contacting Jess McWilliams at 800-998-9644, ext. 503, or JessicaM@IABforME.com.
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PLATINUM PARTNER Insurance Agents & Brokers proudly recognizes Donegal Insurance Group as one of its Platinum Partners. IA&B Platinum Partners dedicate the highest level of sponsorship to our organization.
PLATINUM PARTNER Focused on Results We have been providing quality property and casualty insurance protection since Donegal Mutual Insurance Company began doing business in 1889. Over the years, the Donegal Insurance Group has grown significantly to now include 11 property and casualty insurance companies. The Donegal Insurance Group enjoys an A (Excellent) rating by the A.M. Best Company.
FOCUSED ON RESULTS OUR COMPANY FEATURED PARTNER
Donegal Insurance Group
As our operations have grown, we have expanded our ability to provide our independent insurance agents with a comprehensive suite of products. We have developed competitive commercial products that allow our agents to serve a broad spectrum of small, mid-market and larger commercial accounts. We work very hard to provide exceptional products and service in lines of business and markets that we know and understand well.
CHIEF EXECUTIVE OFFICER
At Donegal, we focus on providing superior technology and outstanding service to our agents and customers. We know that “ease of doing business” has become increasingly important to independent agents.
CORPORATE HEADQUARTERS
Donegal has invested millions of dollars developing advanced technology that greatly enhances our agents’ and policyholders’ experience in doing business with us.
Donald H. Nikolaus President and CEO
Marietta, Pennsylvania
DONEGAL INSURANCE GROUP Donegal Mutual Insurance Company Atlantic States Insurance Company Southern Insurance Company of Virginia Le Mars Insurance Company Peninsula Insurance Group Sheboygan Falls Insurance Company Michigan Insurance Company Southern Mutual Insurance Company Mountain States Insurance Group
Donegal has long recognized the value of an independent agent in assisting individual and business consumers navigate the insurance-buying process. Every day, we prove our commitment to the independent agency system by distributing our products exclusively through independent agents. We are constantly looking for ways to deliver increased value to our agents and solidify company-agency relationships.
A.M. BEST RATING
Much has changed since we started in the insurance business over 129 years ago, but one thing remains the same — Donegal remains firmly committed to delivering a better value to our agents and policyholders. We look forward to mutual success as we work together with our independent insurance agents in serving the insurance needs of our customers.
A (Excellent)
WEBSITE
www.donegalgroup.com
We have benefited greatly from the feedback we receive from our regional agency forums, which helps us enhance our products and operations.
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JULY 2018
THE
PSYCHODYNAMICS OF
TOP PERFORMERS By Richard Molden
Top performers have common traits. On the following pages (and in a follow-up at IABforME.com/TopPerformers), business consultant and performance coach Richard Molden explains what successful people share – and how you can adopt those characteristics.
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e all know who they are. Those top performers who can be found in every profession, sport, and organization. Those people who seem to be able to rise to the top no matter what obstacles they face along the way. They are the ones who consistently meet and exceed performance goals. How do they do it? Are they more intelligent than the average person? Do they possess some mystical abilities the majority lack? Or, have they just been lucky, winning the “lottery of life” by always being in the right place at the right time.
The underlying equation of everything we do at the Performance Development Group is performance equals potential minus interference. Our research of top performers shows that they possess a deeper understanding of themselves than that of the average person and developed the ability to minimize or even eliminate interference. Simply put, they get out of their own way! However, the
As a student of the psychodynamics of achievement and a performance coach, I’ve had a unique opportunity to examine and identify the important traits of many successful clients. What I have discovered goes beyond just a list of “things to do” to be a top performer. Success is not an accident and is not restricted to only those who possess exceptional intelligence or gifted athleticism. Success is the result of deciding exactly what your goals are, and then focusing your actions so that you consistently move in the direction of those goals.
— Richard Molden
That seems simple enough, and it is. The problem arises in the obstacles one encounters as they pursue their goals.
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We’re all wired for winning; however, we aren’t always programmed that way.
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good news for anyone aspiring to something better is that top performers are made, not born. We’re all wired for winning; however, we aren’t always programmed that way. The psychodynamic factors and behavioral characteristics that make up top performers and move them toward their goals and on to success are all learnable. In this article I’ll summarize the most critical psychodynamic and behavioral traits top performers possess and utilize to effectively manage the inevitable obstacles they encounter as they strive to achieve their goals. By making an effort to understand and incorporate these sometimesparadoxical psychodynamic factors into your own approach to your career and life goals, you will maximize your potential for success and exceptional performance.
1. TOP PERFORMERS ARE POSITIVE WHILE REALISTIC. Top performers have developed the habit of positive thinking, while at the same time retaining the capability of recognizing the limitations and reality of every challenge and opportunity. That is, they seek out and are able to identify the positive aspects present in any challenge or problem, and they focus their attention and actions around those positive aspects. At the same time they remain aware of, and investigate, those things that concern them about the problem or challenge. As a result, they are frequently able to recognize and develop opportunity around, and in spite of, existing problems. Where others only see and focus on the difficulties, top performers seek out the opportunity that exists in those perceived difficulties. Or, as frequently happens, they discover that the perceived difficulties were in fact misperceptions or grossly exaggerated. In psychology, it is a well-established fact that the nature of your thinking will drive your perceptions and have an effect on the actions you take. This, in turn will have a profound influence on the outcomes you achieve. Quite simply, if you will make an effort to identify and focus on the positives as you confront any challenge, you will be more inclined to take positive action that results in a full and complete exploration of the problem and the opportunity that exists within that challenge or problem. Focus only on the negatives initially perceived, and you will never get past the point of seeing only the difficulties, and thus never see the opportunity that can be found within that problem. Many individuals miss out on excellent opportunities, or let achievable goals fall simply because they had negative preconceived ideas or perceptions that prevented them from taking a positive, proactive, approach. In the end, it is balancing the “direction” of your thinking, positive vs. negative (eliminating interference), not your intelligence level that is much more important in identifying and being able to take
advantage of great opportunities that exist in every problem or challenge you face.
2. TOP PERFORMERS ARE PERSISTENT, YET FLEXIBLE. To be a top performer, you must be persistent in your efforts to achieve your goals, yet flexible in your thinking as you pursue these goals. Never give up on trying to achieve your primary goals. However, there is much more to this than is suggested in the old saying, “If at first you don’t succeed, try, try again.” The type of persistence that top performers have mastered does not involve simple repetitive actions. It has been said that doing the same thing over and over and expecting different results is the true definition of insanity. Individuals who are top performers have mastered an ability to be persistent in pursuing their primary goals, but still be flexible in their thinking about what methods and vehicles can be used to reach those goals. They never stop learning – mistakes and dead-end action plans are viewed simply as opportunities to learn what does not work or what is not right for them, and they adjust their approach accordingly. That is, if one approach or strategy that initially
ATTRACT, TRAIN, AND RETAIN TOP PERFORMERS DISCOVER HOW to develop and maintain a culture of excellence within your agency. Author of this article, Richard Molden, will return to the 3rd Annual IA&B Futures Conference to deliver a management-level workshop for budding agency principals on agency culture, hiring strategy, and employee assessment. IA&B Futures Conference Sept. 25-26 Omni Bedford Springs Resort Bedford, PA The IA&B Futures Program is devoted to developing today’s young agents into tomorrow’s leaders. IABforME.com/FuturesConference
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MAKE SMART EMPLOYMENT DECISIONS WHETHER DEALING with new hires, internal promotions, teambuilding, or even agency perpetuation, profiling services serve to help you make smart, objective and economical personnel decisions. IA&B members receive discounts from several management firms, including Performance Development Group (founded by the author of this article). Contact us or log onto our website to learn more.
Claire Pantaloni, CIC, CISR Vice President - Advocacy 800-998-9644 Ext. 604 ClaireP@IABforME.com Don Bankus Legal & Corporate Affairs Director 800-998-9644 Ext. 603 DonB@IABforME.com IABforME.com/profiling
ONCE YOUR TEAM is in place, position them for success. Endorsed by IA&B, Performance Development Group offers coaching to turn producers into top performers and keep key talent from derailing. Contact Richard Molden, at Performance Development Group, to learn more.
Richard Molden Certified Professional Behavioral Analysit 203-733-4045 rmolden@HireStrength.com HireStrength.com
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looked very promising turns out to be a dead end, you must use that information as a starting point for developing a new strategy and implementing the next action plan. An important adjunct to this trait of top performers is that they have specific, written goals, a specific written plan for achieving those goals, and a specific written timeframe in which the goals will be completed. Their action plan and timeframe may be adjusted according to results obtained, but the goals remain. From a psychological perspective, the importance of writing out goals, actions plans, and timeframe seems to be, at least in part, that such action makes these things a focus of attention in the individual’s mind. They become important within both the conscious and unconscious, making the identification of opportunities and initiation of actions that will help achieve the goals more probable. Further, these written goals, action plans, and timeframe become the top performer’s system for achieving their objectives. They simply follow their system until their objective is obtained. Top performers genuinely accept the idea that success is a journey, not a destination. Writing down goals provides a clear road map of where they are heading. Writing down action plans provides a clear plan for getting there, and written timeframes allow them to track their progress. This serves to increase the level of awareness for events, opportunities, and actions that can carry them closer to their intended goal. There is even evidence that written goals produce this elevated level of awareness through some very specific neurochemical effects on the brain. But, those details are the subject of another article.
3. TOP PERFORMERS ARE FACT-FOCUSED AND ACTION-ORIENTED. Top performers take the time to get the facts, but at the same time they are action oriented. This characteristic is multifaceted. The first facet involves gathering the facts from those who know the facts. Top performers don’t confuse “people they know” with “people who know.” While it is admittedly much more difficult, it is also much more effective to find competent people and build trust with them, rather than going to people you trust but who have no real competence or knowledge in the area you are seeking information. Many potential top performers never even get off the starting block because they gathered their facts from all the wrong people. If you want to know about a particular problem or challenge, you talk with people who have dealt with that type of problem or similar challenge in the past. Don’t make the mistake of seeking advice only from within your circle of contacts, just because you trust those contacts and they happen to have been successful in some other situation or circumstance. Top performers recognize there is no better information than that which they will receive from talking with people who have successfully
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dealt with the challenge, or to a similar challenge, they are facing. The next facet of this trait is that top performers are able to recognize when they have gathered all the relevant information possible, and they avoid “analysis paralysis.” That is, they recognize that there are always going to be some unknowns in confronting a challenge and making decisions. The person who waits for the perfect solution with no risk and no unknown factors will wait a lifetime. Top performers are able to recognize when the information gathering process is producing diminishing returns for the effort expended. It is then that he or she must make a decision. The next and final facet is the most critical – to act on that decision. The top performer is someone who, once all relevant information has been gathered is able to quickly come to a decision, and then act promptly. A common trap that must be avoided at this juncture is what is called the “turning of the stones” syndrome. That is, even though all relevant data has been gathered, analyzed, and a positive decision made, the person is unable to act for fear that he has missed some detail. Rather than moving forward with their decision, they become stuck examining more options. Top performers learn to recognize and avoid this pattern.
4. TOP PERFORMERS ARE RISK-TAKERS … WITHIN REASON. Top performers must take risks, but they are not gamblers. The perception that successful people are those who have taken extraordinary gambles with their business or financial decisions is simply not true. Top performers recognize there is no opportunity where there is no risk, but they focus their efforts on eliminating all the “downside” risks possible and then ensuring they surround themselves with the right people to manage those risks that cannot be eliminated.
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Risk management in combination with reasonable risk tolerance is the hallmark of top performers. Top performers accomplish risk management by having a thorough understanding of their own behavioral traits, strengths, weaknesses, skills, values, attitudes, and interests. This information is then used to help make decisions regarding which goals to pursue, what strategies to implement, which mentor to seek out, or which employees and consultants to hire that will complement their own strengths, and compensate for their own weaknesses. They recognize that what might be a risky venture for one individual may not be risky for a team of individuals simply because of the synergy that is created by complementary differences in their behavioral skills, values, and strengths. Risk is controlled, tempered, and managed when your own strengths and weaknesses, along with those of your team members, are identified and considered as you pursue your goals.
5. TOP PERFORMERS ARE SELF-CONFIDENT BUT OPEN TO INPUT. Top performers have high levels of self-confidence, but seek the assistance of experts whenever available. They are confident in their own skills and capabilities, but also recognize the value others with specific areas of expertise can bring to the equation. They keep an open mind with regard to input from others, provided they are knowledgeable (see point No. 3). But, most importantly, they recognize that it is impossible to know in advance all the obstacles and challenges they will face. What they are certain of is their own capacity to handle and deal with those issues and problems as they arise, no matter what they might be. They do not expect to be able to anticipate all problems that may be associated with any particular challenge or problem before those problems arrive – they just expect JULY 2018
that they will find a way to deal with them, either through their own efforts or by calling upon the expertise of others. More and more, today’s top performers are utilizing a performance coach to assist them with achieving their business as well as personal goals. However, it is important to identify a coach who has a process and system for developing a clear understanding of you and your strengths and weaknesses as they relate to your goals (see point No. 4) Each of the psychological and behavioral characteristics discussed here – along with five additional traits available at IABforME.com/TopPerformers – can be developed and utilized by anyone desiring to become a top performer and interested in maximizing their potential for long-term success. Most will find that they already possess at least some of the traits but will need to develop others. For some, just becoming aware of the need to develop and nurture certain characteristics is all that will be required to have the full set of psychological and behavioral characteristics needed to rise to the top. For others, utilizing a knowledgeable performance coach is the most effective and efficient way to ensure you fully develop all the skills you need to effectively handle challenges and possess the paradoxical traits required of a top performer. EDITOR’S NOTE: Read the final five psychodynamics of top performers at IABforME.com/TopPerformers.
Richard Molden is a Certified Professional Behavioral Analyst and the founder of Performance Development Group, a leader in providing performance coaching, assessment tools, and expertise dedicated to identifying, hiring, developing, and retaining exceptional performers. Learn more by visiting HireStrength.com
TECHNOLOGY UPDATE
HOW TO BUILD A WINNING CROSS-
GENERATIONAL TEAM By Karen DiGioia
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Teamwork is vital to an agency’s success. On the following pages, HR consultant Karen DiGioia takes a look at what it takes to meld a multi-generational workforce into a cohesive unit.
S
ummer is in full swing and so, too, is “America’s Pastime.” If you’re a baseball fan, I hope you’ve had a chance to head out to the ballpark and root for your favorite team. And, as long as your team wasn’t playing against MY team, I hope your team won. In baseball, one of the keys to building a winning team is ensuring that you have strength at every position. If your team was made up of all the best pitchers, but you had no catchers, no fielders, and no one playing first base, it would be impossible for your team to win. If you had all the best fielders but no one who could bat, again, it would be tough to win. Building a winning team is about pulling together a mix of players and teaching those players to work as a team! Well, this is true of the workplace as well. In concept, we know that a diverse team is important for maximizing the success of any organization. Diversity in your workplaces provides a long list of benefits including, but not limited to: a broader perspective resulting from a base of varied life experiences, a mix of strengths and weaknesses that can work to complement each other, increased innovation, improved ability to serve a broader customer base, and an increased pool of applicants from which to recruit. However, with greater diversity comes some challenges. There’s a saying that goes something like “there’s no I in TEAM” (there is an M and an E which spells ME, but we won’t mention that…) but, if you look around your diversely staffed office, you may feel like you have a lot of “I’s” who aren’t acting like much of a “TEAM.” Let’s talk about some of the challenges of an “age-diverse,” multi-generational workplace and what those on each end of the age spectrum, and everyone in between, should keep in mind.
On one side, we have 20- and 30-somethings who grew up with cell phones, laptops and i-everythings. Whatever it is, they know there’s an app for it, and they know how to use that app. They jump into the latest technology without missing a beat. Point. Click. Swipe. Done. On the other side of the coin, we have workers who grew up with corded phones and only three television channels that they watched in black and white. For this group of employees, Apple was a record label. They may be less comfortable with newer technology and less than pleased when the technology they know and love changes. They may prefer to make changes slowly and often have a lot of questions as they go along. So which makes a better team member? Would it surprise you if I said both? As we talked about at the beginning of this article, diversity in your workplace brings strength. The strengths of one worker act as a balance to the weaknesses of another and vice versa. Changes in technology should be considered carefully to ensure appropriate attention is given to security, privacy, documentation, and other related issues. The impact of permanence and accessibility of information has critical importance. Workers who prefer to take change slowly with consideration of the way things “used to be done” may be more likely to fully think these things through. On the other hand, those who adjust to new technology quickly may be more likely to search out better tech options, understand how to use the technology more quickly, and assist others with the learning curve. So when you have office projects that involve technology changes or digital conversions, make sure to include a broad range of team members and listen to all perspectives. Continued on page 22
A diverse team is important for maximizing the success of any organization…. However, with greater diversity comes some challenges.
T IS FOR TECHNOLOGY There are definitely two sides to this coin. And often, there are frustrations and challenges on each side.
— Karen DiGioia
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Continued from page 21
E IS FOR EXPERIENCE Let’s talk about another two-sided coin – the coin of experience. For those workers who have been in the agency and in the industry for years, much of what they do at work is “second nature.” It’s hard to remember a time when you didn’t speak the language of basic industry lingo and understand the intricacies and nuisance of all types of insurance and the regulatory and compliance requirements associated with each one. It’s hard, sometimes, to realize that not everyone has this knowledge, including your co-worker who has been with the agency for just 6 months and seems to take forever to complete the most basic tasks and has a million questions along the way (and a few questions that they didn’t even realize that they should have asked). On the other side of the experience coin, we have the newer worker – a worker who wants to make an impact now and gets frustrated when he or she can’t do something, doesn’t know the answer, or can’t figure something out. As we found with technology, this is another case where the strengths of one subset of workers can be used to build up the
FIND HR HELP MANAGING EMPLOYEES requires more time than most agency principals have. That’s where your IA&B member benefits can help. Look to HR Solution© – a compilation of products and services available exclusively for IA&B member agencies – to simplify establishing or improving your human resources program. It includes base-level consultation and discounted professional services from author Karen DiGioia, of Mosteller & Associates. Learn more by visiting IABforME.com/emp_mgmt or by contacting Karen DiGioia.
Karen DiGioia Mosteller & Associates 610-779-3870 karen@mostellerhr.com
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limitations of another. Consider setting up a formal or informal mentorship program to “team up” experienced and new workers for a year or two. The benefits of such a program are broad reaching and will be experienced by the mentor, the mentee, and the organization as a whole. In the case of the mentor, serving as a mentor provides them with an opportunity to share their knowledge, affirms their value to the organization, and is often a source of renewed energy for their career and increased personal satisfaction. It also reminds them of what it was like when they were at the beginning of their career and exposes them to the perspectives of a less experienced peer. For the mentee, it ties them to a more experienced member of the team and creates a relationship that will enable them to better learn the technical aspects of the job, to understand the organization’s culture, and to benefit from the experiences of a more experienced peer. It creates connections to an established team member and builds confidence.
A IS FOR ASSOCIATES In the previous section, we talked about using a mentoring program in order to “team up” junior and senior team members. What about everyone else? Sometimes the roadblocks to creating a team are very basic. Younger works may be thinking, “I’m in my mid-20s and single, my co-workers are in their 40s, 50s, and 60s, married with 2.5 kids who are only a little younger than me <cringe>, a dog, a cat, and a pet pig. What in the world do we even have to talk about?” A work environment where co-workers don’t talk to each other can be uncomfortable and unpleasant. (I know, a work environment where co-workers talk too much can be unproductive, but that’s a topic for another day). Create opportunities for employees to interact informally with each other. It doesn’t have to be complicated, and just asking a simple question like “How was your weekend?” or “How’s your dog?” can get things started. Donuts, bagels, and fruit for a half an hour on Friday mornings can provide an opportunity for coworkers to chat about their upcoming weekend plans. All-agency staff meetings that begin or end with a group lunch can provide another opportunity for informal chatting. Back in the day, an office in which I worked had an informal “trivial pursuit” game that took place on a daily basis. One individual in the office was the keeper of the daily question and the score. Every day, each of us would stop in his office, get the question, provide our answer, and he would track the running score. This provided some common ground and a topic of conversation for all of us, plus it helped to bond employees who were fresh out of college with others in our department who
JULY 2018
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were planning for their youngest child’s wedding and thinking about retirement – and everyone in between.
• Know your own and your employees’ strengths and weaknesses
M IS FOR MANAGEMENT
• Be consistent, but also be flexible
Another challenge in a multi-generational workplace can occur when a younger, less-experienced worker is responsible for managing individuals who have been in the industry for a significantly longer period of time. In family-owned and -run agencies, this is not an uncommon occurrence. While on the surface this may appear to present a challenge, if we go back to the basics of good management, this sometimes awkward relationship can be a success. While the following list doesn’t take the place of a good supervisory/management skills training course, it provides a list of basics from which to start:
• Provide regular (daily) feedback to your employees
• Lead by example
• Be open to input from your employees
• Be honest
• Actively look for opportunities to catch your employees doing things right • Set and communicate clear goals and expectations • Recognize achievements • Treat all with respect and remember that we are all people • Address issues (problems, challenges) as soon as possible and seek and focus on solutions • Have a sense of humor
• Communicate, communicate, communicate! For employees who are new to a supervisory or management role, regardless of their age, being a good leader is a learned skill. Making an investment in supervisory and/or management skills training is critical and one that will more than pay for itself over time. (Learn about the supervisory and management skills training classes offered by Mosteller & Associates by contacting Denise Lee at 610-207-9580 or Denise@mostellerhr.com.) Having said all that, it’s important to point out the obvious; as is always the case, the generalizations in this article don’t apply to everyone. The world is full of baby boomers and beyond who have embraced all things tech and can point, click and swipe with the best of ‘em. Employees who are new to the industry
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SΑLES JULY 2018
SOCIΑL
and at the beginning of the learning curve could be 20-somethings just out of college or could be 60-somethings starting a second career. Whether you are managing a team or working as a member of a team, it’s important to treat your employees and coworkers as the unique individuals that they are. It’s helpful to understand the “trends,” but equally important to remember that they don’t apply to everyone! So – Give me a “T.” Give me an “E.” Give me an “A” and an “M.” Hopefully, this article has provided you with ideas on how you make any TEAM you are a part of a stronger and more cohesive one! And remember, if you have any questions or concerns, as part of your IA&B member benefits, you can call me for advice and clarification. I can be reached at 610-779-3870 or by email at karen@mostellerhr.com. GO TEAM! EDITOR’S NOTE: A special thank-you goes out to the 2018 IA&B Futures Task Force – a thoughtful and dedicated group of young agents who contributed to author Karen DiGioia’s research for this article. Learn more about the IA&B Futures Program for young agents, as well as the task force, by visiting IABforME.com/Futures.
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PICS & POSTS
- B ob Rusbuldt’s tweet following his presentation to the IA&B Board of Directors
“Loving the refresh on the brand!” - Andrew Enders, commenting on IA&B’s post
“That’s awesome. Happy birthday, Jerry and thank you for your dedication to the industry. We are all a little smarter due to you.” - John Hollister, commenting on IA&B’s post
“Think working for an insurance agency is boring? Think again!” - I A&B retweeting Gunn Mowery’s tweet
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JULY 2018
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