agency leadership practice management

1Voices Of Sales Pte. Ltd. (S’pore)

AGENCY LEADERSHIPPRACTICE MANAGEMENT

ManagementLeadership

Leadership with a difference.


Due to the divest culture of countries in Asia, with internet connectivity and the pride of agency leadership to make agency building professionally profitable. There is a need to evolve the ‘Asia’ perspective of practice managers of sales-fo-cused business units or organizations need a structured course to learn about

setting up and managing a successful practice. General management skills are also crucial for operating a successful practice. While courses covering areas like selling skills and product knowledge are abundant, courses instructing on successful practice manage-ment are very few.

ALPM, thus, will set a pace and benchmark of agency best practices in this region to com-prehensively covers the competency standards supported by practical agency building system, ideas and experiences contributed by regional practitioners.

The Agency Leadership Practice Management course provides instructions to practice managers on industry best practices and common pitfalls, as well as shares insights on effective techniques, tools and templates.

This is also an unique program for sales leaders from independent organisation of prop-erty, networking marketing, consulting, SME(Small and Medium Enterprises), bank and financial services.

Agency LEADERSHIPPractice MANAGEMENT

The importance of Agency Leadership Practice Management (ALPM)

LM

Designation: Chartered Agency Practice Management (ChAPM) Certified By: Asia Pacific Financial Services Association (APFINSA)

(To be confirmed)


With our Reality-Based, Experiential and Action Learning principles

We aim to set to ALPM is a benchmark of professional practice management and leadership success covering competency, empowering follow up activities to

eventually help agency leaders to develop their SOP and build a profitable sales organisation

ALPM I:High Performance Agency Management

ALPM II:High Performance Agency Leadership

CHARTERED AGENCY PRACTICE MANAGEMENTAgency Leadership Practice Management

ALPM I ALPM II ChAPMChartered Agency Practice Manager (ChAPM) designated by Asia Pacific Financial Services As-sociation (APFinSA)

(To be confirmed)


MINIMUM AND MAXIMUM INTENDED CLASS SIZE

ALPM I: 5 full daysHigh Performance Agency Management

Training Hours: 8 hours2 tea breaks: 15 mins each

1 lunch break: 60 mins

ALPM II:High Performance Agency Leadership

Training Hours: 8 hours2 tea breaks: 15 mins each

1 lunch break: 60 mins


Participants Adopt and Adapt

Facilitator Discusses the Applications

Action Learning and SharingRole Model’ Approaches

Samples and Examples are provided

PEDAGOGY AND HIGHLIGHTS


ALPM Competencies Principles

Standard Description

Agency Game plan

1. To determine organization’s needs and expec-tation; in consideration of customers, sales agents, principal and regulator

2. Develop a business plan for the sales organisation

Recruitment and

Selection

Performance

Management

Profitable

Organization

Effective

Leadership

1. To gather info on the business needs in the agency

2. Scope out, develop and implement recruitment and selections plan

1. To analyse and troubleshoot sales activities and effectively implement performance appraisal activities with the sales personnel

2. To implement mentoring, coaching and handling sales meeting with sales personnel

1. To translate business needs into functional and non-functional requirements in the organisation

2. Determine the key performance indicators in practice management

1. To effective communicate vision, mission and ensure organization values system

2. Implement the right agency culture as per business plan

1

2

3

4

5


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orm

ance

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rite

ria

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ecti

ves)

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ncy

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ent

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g K

now

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usin

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pla

n.

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e B

usin

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n

2.

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ion,

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& V

alue

s

3.

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ls, O

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ateg

ies

4.

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ss t

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to

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s

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Ken started in the Life Insurance in-dustry in 1988 and rose through the ranks to be appointed in 1996

as a Group Sales Manager, one of the quickest appointment of group sales manager at that time.

Through out his sales and management career, he has consistently delivered excellent results and received numerous awards at companies and industry level.

For the last 27 years, a practitioner, still actively selling, leading and advising sales professionals, Ken has depth experiences and knowledges in Channels Sales, Agency Leadership and Management, regular trainer and platform speaker in the region.

Currently founder of Voices of Sales, a training consultancy setup that spe-cialised in Asia’s sales domain and sales profile tool called Sales Talent Matrix. Also co-founder of PearComms, a high technology company that build sales force automation customer relationship management (CRM) on sales compliance,

Ken provides consultancy and to develop customize sales process, training & sales force automation. Committed to coach/mentor the stakeholders of business to achieve desired outcomes! Indeed, he has de-veloped a comprehensive sales solution called ROAM that helps sales organization to fast start sales professionals and leaders toward peak sales performance and ROAM has become a franchise in Vietnam and in Asia.


Chong Soon Onn has more than 25 years of award winning experiences in the finan-cial services industry. His awards include

MDRT, COT, National Achievers’ Congress – Out-standing Achiever Award as well as many other company’s in-house top awards. Despite having no prior experience in selling, he worked diligent-ly and became the top insurance adviser in the country within 3 years. He finds that insurance is a multi-faceted financial product and has helped hundreds of his clients maximize their savings and achieve their financial objectives.

He has been consulted by MNCs, banks, insurance companies, agencies across Asia on the topics of insurance advisory, agency building, training, motivation and peak performance. He has also developed the training curriculum of numerous insurance companies and banks across Asia. His programs have been translated into 8 different languages.

Soon Onn also spent a number of years holding senior positions in several global life insurance companies. As a corporate staff, he was responsible for sales, agency de-velopment, recruiting, motivating and training the agency and bank distribution chan-nels. He feels that with the proper guidance, the life insurance career is both fulfilling and adds great value to the individual and society.

His mission is to help individuals achieve their full potential and lead a purposeful life.


CERTIFICATION - SAMPLE

For successfully completing the ‘Agency Leadership Practice Management’ course

Conducted by VoicesOfSales representing

Name: Director of Voices of Sales

DATE

YOUR NAME HERE


ALPM Competencies Principles

Standard Description

Qualitative Quantitative

1. To determine organization’s needs and expectation; in consideration of customers, sales agents, principal and regulator

2. Develop a business plan for the sales organisation

1. To gather info on the business needs in the agency

2. Scope out, develop and implement recruitment and selections plan

1. To analyse and troubleshoot sales activities and effectively implement performance appraisal activities with the sales personnel

2. To implement mentoring, coaching and handling sales meeting with sales personnel

1. To translate business needs into functional and non-functional requirements in the organisation

2. Determine the key performance indicators in practice management

1. To effective communicate vision, mission and ensure organization values system

2. Implement the right agency culture as per business plan

1. Agency Game plan

2. Recruitment and Selection

3. Performance Management

4. Profitable Organization

5. Effective Leadership

To customise, contextualize and compliance


ALPM 1Dynamic of AGENCY MANAGEMENT

Copy right: Voices Of Sales Pte. Ltd. (S’pore)Version: 1

LMAgency LEADERSHIP - Practice MANAGEMENT

Topic 1: Outstanding Agency Management


Com

pete

ncy

El

emen

t (T

opic

)

Perf

orm

ance

Cri

teri

a

(Obj

ecti

ves)

U

nder

pinn

ing

Kno

wle

dge

(Sco

pe)

Ass

essm

ent

and

Tool

R

EAL

Act

ivit

ies

in

cla

ss

1. O

utst

and

ing

Ag

ency

Man

agem

ent

1. O

pen

dis

cuss

ion

abou

t ag

ency

man

-ag

emen

t

2. D

eter

min

e th

eir

wee

kly

sche

dul

e

3. D

eter

min

e th

eir

agen

cy’s

KP

Is

1. C

heck

list

of k

ey r

esul

ts

area

s (K

RA

s)

2. T

ypic

al W

eekl

y Sc

hed

ule

of

an A

gen

cy M

anag

er

3. S

amp

le a

nnua

l sch

edul

e fo

r ag

enci

es

4. T

emp

late

to

mea

sure

ag

ency

man

agem

ent

acti

vi-

ties

1.1 T

he P

ivot

al S

kill

1. Th

e fiv

e ke

y d

iffer

ence

s b

etw

een

sell-

ing

insu

ranc

e an

d a

gen

cy m

anag

emen

t.

2. T

he s

even

rol

es o

f an

ag

ency

man

ager

.

3. T

he d

iffer

ence

s in

sel

ling

insu

ranc

e to

day

ver

sus

yest

erd

ay

4. T

hree

key

pri

ncip

als

to r

each

ing

the

to

p.

5. T

he fi

ve b

asic

thi

ngs

you

will

lear

n

6. 1

.2 M

anag

ing

and

Lead

ing

7. K

ey c

hang

es t

o m

ake

in y

our

self

imag

e.

8. S

even

ag

ency

man

agem

ent

tool

s.

9. K

ey m

anag

emen

t ta

sks.

10.

Thre

e re

qui

rem

ents

to

fulfi

lling

p

rom

ise

and

pot

enti

al.

1. U

nder

stan

d t

he im

por

tanc

e of

bei

ng a

n A

gen

cy M

anag

er

2. G

et a

n ov

ervi

ew o

f th

e ro

les

and

res

pon

sib

iliti

es

3. U

nder

stan

d t

he c

riti

cal s

uc-

cess

fact

ors

of m

anag

ing

an

insu

ranc

e ag

ency


OUTSTANDING AGENCY MANAGEMENT

Topic 1

Performance Criteria

Assessment and Tools

REAL Activities

1. Understand the importance of being an Agency Manager 2. Get an overview of the roles and responsibilities 3. Understand the critical success factors of managing an insurance agency

1. Checklist of KRAs 2. Typical Weekly Schedule of an Agency Manager 3. Sample annual schedule for agencies 4. Template to measure agency management activities

1. Open discussion about agency management 2. Determine their weekly schedule 3. Determine their agency’s KPIs

Voices Of Sales Pte. Ltd. (S’pore)


Underpinning Knowledge and Activities

*

1. The five key differences between selling and sales

management.

2. The seven roles of a sales manager.

3. The differences in selling today versus yesterday

4. Three key principals to reaching the top.

5. The five basic things you will learn

Activity: Open discussion about agency management

1.1. PIVOTAL SKILL

1.2. MANAGING AND LEADING

1. Key changes to make in your self image.

2. Seven management tools.

3. Key management tasks.

Activity: Determine their weekly schedule

4. Three requirements to fulfilling promise and poten-

tial.

Activity: Determine agency KPIs


1. KEY DIFFERENCES BETWEEN BEING A SALESPERSON AND A SALES MANAGER

When you're a salesperson, your job is to develop accounts.When you're a sales manager, your job is to develop people.

As a salesperson you perform alone.As a sales manager you perform with others.

You use to be playerToday, you’re now a coach

You were one of the boys or ladies.Now you are a part of management

You use to have a simple job.Now you have a complex job.You need to make a paradigm shift.

2

1

5

4

3

1.1 THE PIVOTAL SKILL


2. THE SEVEN KEY ROLES OF A SALES MANAGER

You must manage yourself.

Set goals and objectives

Create action plans You have to organize the work

You measure results Your job now is to communicate and motivate

You have to recruit and manage salespeople



3. THE SEVEN KEY DIFFERENCES IN THE FIELD OF SELLING TODAY

1. Sales today are more difficult

2. Sales today take longer

3. Sales today are multi call vs single call

4. Customers today are more knowledgeable

5. There are multiple decision makers

6. Competition is tougher

7. Salespeople are more individualistic. They are more difficult to

deal with and more eccentric.



4. THREE KEY PRINCIPALS TO REACHING THE TOP

You are responsible - no excuses

You're in charge - no complaining

You can do it.

1 2 3



5. THE FIVE BASIC THINGS YOU WILL LEARN

How to recruit, manage and motivate a superior sales force.

How to make your numbers predictably

How to gain the respect and esteem of others. You will become a role model for others in your organization.

How to take control of your own future

You will learn how to be an outstanding sales manager.

2

1

5

4

3



Activities*

Open discussion about agency managementInstruction:

Referencing to some pointers pick up during the delivery of UK on the white-

board. Single the most critical issues of agency management and open for

discussion

Create a need to the next chapter of ‘Managing and leading’ center on the

agency manager

Referencing Ideas :

Checklist of key results areas (KRAs)


1. There are many differences between selling and man-

aging an agency. In order for us to perform successfully, we

need to adopt the roles of an Agency Manager.

2. Our job is the key to the company’s success

3. As an Agency Manager, we are responsible for every-

thing that happens within our agency

4. Our future is as unlimited as the quality of the sales team

we build.

LEARNING POINTS


KEY DIFFERENCES BETWEEN BEING A SALESPERSON AND A SALES MANAGER

1. Prospecting

2. Perform Needs Analysis

3. Sales Presentation

4. Handling Objections

5. Closing the Sale

6. Servicing and administering policies

7. Maintaining technical knowledge

8. Managing self

1. Recruitment

2. Career Presentation

3. Selection

4. Training

5. Supervision

6. Coaching

7. Team Building

8. Managing the Agency

AGENCY MANAGEMENTSALES

Additional Reference Idea: THE PIVOTAL SKILL


The comments of two successful members of the field force who made different choices illustrate the difference between the two careers.

I think a great many personal producers made a mistake, as I did, in not taking a long look at the advantages they have. Few people are more independent or enjoy more security than the top agents. On the other hand, the responsibilities that a manager must assume — deciding who should or should not enter the business, attempting to train and su-pervise those selected, helping recruits to manage their finances —make me completely unenthusiastic about a sales management position."

The second individual looked towards a management career from the first day and is now building and operating a thriving and growing sales office

My background in my former occupation was one of working with and leading people. One of my primary reasons for pro-ducing consistently high sales was to help me qualify for a position in management. Management is a complex and difficult job. It affords me little privacy and demands all of my time, but I'm a manager because I'd rather be a manager than hold any other job I know. I like the thrill and satisfaction I get from taking on a new recruit and seeing that indi-vidual grow, make more money, give the family a better standard of liv-ing, gain prestige in the business and in the community, build self-con-fidence, and develop an understanding of people. If an individual has the qualities necessary to be successful in management, I believe that person will never be completely happy doing anything else."

The first individual accepted management as a "promotion," discovered that it was a mistake, and returned to personal selling.

“

“



PROS AND CONS OF BEING A SALESPERSON VS BEING AN AGENCY MANAGER

PARADIGM SHIFT

• Have more autonomy

• Have less responsibilities

• More privacy

• Have a higher income potential

• Have to opportunity to earn passive income

• More prestigious

SALES MANAGERSALESPERSON

1. Success in management depends on the abilities and actions of others

2. Successful agents who enter management may actually earn less during the first few

years in management

3. Managers lose the freedom of action that an agent enjoys

4. Management includes living with the shortcomings of others and training people who

learn at varying rates of speed

5. Part of a manager's reward comes from the personal satisfaction of helping others to

be successful

6. Management requires the ability to be a business leader and topflight administrator.



A Leader is BEST,When people barely know he exist,Not so good when people obey and acclaim him,Worst of all, when people despise him.

“Fail to honor your people, They fail to honor you”;

But of a good leader, who talks little,When his work is done, his aim fulfilled,They will all say, “ We did this ourselves.”

LAO TZE

“

”




Leader of one, leader of many; if you can’t lead one you can’t lead many.

Anonymous

“”

THE SEVEN KEY ROLES OF A SALES MANAGERLeadership by Example




THE SEVEN KEY DIFFERENCES IN THE FIELD OF SELLING TODAY

THREE KEY PRINCIPALS TO REACHING THE TOP

CHALLENGES OF MANAGING AN AGENCY

1. Products are more complex

2. Customers’ are more sophisticated and have higher expectations

3. Salespeople are more difficult to deal with

4. Competition is more aggressive

5. Technology is continually evolving

6. Regulators are monitoring the industry more closely.

The buck stops here”“Never complain, never explain. If it is to be, it is up to me“Harry Truman33rd President of USA

U ”



High Performance Agency MANAGEMENT High Performance Agency LEADERSHIP

1. Outstanding Agency Management

2. Building a Successful Agency Culture

3. Recruitment Strategies

for Fast Growth

4. High Impact Career Presentation Skills

5. Selecting Peak Performing Agents

6. Market Planning for Success

7. Performance Management and

Supervision

8. Conducting Effective Training and

Meeting Sessions

1. The Essence of Leadership

2. The Strategic Leader

3. Effective Delegation and

Communication Skills

4. Superior Coaching Skills

5. Motivating Agents to Peak Performance

6. Building a Champion Agency

7. Time Management for Results

8. Formulating a Winning Agency Blueprint



1. Key changes to make in your self image.

2. Seven management tools.

3. Key management tasks.

4. Three requirements to fulfilling promise and potential.

MANAGING AND LEADING


1. SEVEN KEY CHANGES TO MAKE IN YOUR SELF IMAGE

You are now responsible for success of your business. See yourself as the president of your business.

Remember you are in a key position. You have the pivotal role.

You get results through others.

Being a leader means the ability to elicit extraor-dinary performance from ordinary people

Move toward leadership. Your job as a leader is to develop incredible ability to get results

Management and leadership are on the same continuum

The quality of thoughtfulness is most important.

2

1

5

7

4

6

3

1.2 MANAGING AND LEADING


2. SEVEN MANAGEMENT TOOLS TO BE THE BEST

3. SEVEN KEY MANAGEMENT TASKS

1. Vision and values

2. Key result areas.

3. Standards of excellent performance - measurable.

4. Critical success factors.

5. The limiting step concept.

6. Core competencies.

7. The concept of winning edges.

1. PLANNING The key word is clarity

2. ORGANIZING Assembling the resources necessary

3. STAFFING 95% of your success

4. DELEGATING Allows you to get leverage

5. SUPERVISING The basic rule is inspect what you expect

6. CONTROLLING Measuring performance

7. REPORTING Upward and downward.



Activities*

Determine their weekly scheduleInstruction:

Give some examples of the common activities of an agency manager

Ask for some examples of key management activities and how managers pri-

oritize their days/weeks/months and years

Referencing Ideas :

Use Typical Weekly Schedule of an Agency Manager and Sample annual schedule for agencies.


4. THREE REQUIREMENTS TO YOUR FULFILLED PROMISE AND POTENTIAL

Get continually better in each area.

Remember Kaizen - continuous betterment.

Your life only gets better when you do.

1 2 3



Activities*

Determine agency KPIsInstruction:

Ask for any examples some roles model agency managers they can give and

stimulate some discussions and comments

Common denominators of success for agency managers.

Referencing Ideas :

USE: Template to measure agency management activities.


LEARNING POINTS

Your role as an Agency Manager/Leader is to establish

agency goals and then lead your people to achieve them.

Keeping proper records and ensuring that everyone stays

productive is more management than leadership.

Another way of saying it is that managing is the maintenance

of what is already in place. Leadership, on the other hand, is

reaching for new heights. Managers keep things the way they

are to avoid trouble. Leaders take prudent risks to gain great-

er productivity. YOU WANT TO BE A GOOD MANAGER, BUT YOU ALSO WANT TO BE A GREAT LEADER.

To become both - and get home safely - consider these tips:


1. First, be a good manager. Ensure your operation is con-

forming to your company’s standards. Watch details. Get re-

ports out on time. Achieve the good feeling that comes from

having everything under control.

2. Next, become a positive influence. Set new goals and mo-

tivate others to reach them. Stay positive. Keep things chal-

lenging. Don’t permit agents to become bored.

3. Help your people reach their goals. Help them feel better

about themselves. Provide the rewards and recognition they

deserve. The better they feel about themselves, the more

they will produce.

4. Now and then establish your authority. Agents need to

be reminded that a discipline line exists. One way to demon-

strate your authority is to make decisive, difficult decisions.

Another is to counsel disruptive agents and expect continued

improvements in productivity.

5. Indentify your core competencies and capitalize on it.

6. Continually learn and improve yourself everyday.


Successful leaders embrace the power of teamwork by tapping into the in-nate strengths each person brings to the table.“

”

Additional Reference Idea: MANAGING AND LEADING

Vince LombardiCoach of Green Bay PackersU

Leadership isn’t a position, it’s a process that produces the desired results. If you don’t pro-duce results, if you don’t execute – you’re not a leader. Leaders get paid for results; not for being right. Results come from mistakes – being wrong – and leaders must possess the mental toughness to handle mistakes, take account-ability for them, and quickly abandon efforts that fail to produce results.

Perhaps you don’t want to be a “Lombardi” type of leader; challenging & demanding. Maybe you don’t think you can be that kind of a leader. That’s ok, as long as you pro-

duce results with whatever approach you feel comfortable with. But keep in mind that ultimately, it’s not whether people like you or approve of you as a leader; it’s whether they produce for you.


MANAGEMENT is a process in-volving five functions —planning, organizing, staffing, directing, and controlling. This program demon-strates how managers use proven tools and systems to implement these functions.

LEADERSHIP involves creating a vi-sion of what can be, developing a strategy to achieve the vision, find-ing the resources to implement the strategy, a nd bringing together a group of people willing to make the vision a reality.

Management and leadership are not mutually exclusive; they complement each other. Effective sales managers combine skills in both areas. Creating sound strategies requires skillful budgeting and planning. Bringing together a group of people who are committed to realizing a vision requires leadership.

S


Is a process involving:1. Planning2. Organizing3. Staffing4. Directing5. Controlling

Company Goals

Agency Goals

Leadership Management

Is a process involving:1. Creating a vision of

what can be2. Developing a

strategy to achieve the vision

3. Finding the resources to implement the strategy

4. Bringing together a group of people willing to make the vision a reality


Managers are people who do things right.While leaders are people who do the right things.“Warren Bennis, Ph.D

U

1. Managers Administer, Leaders INNOVATE

2. Managers Maintain, Leaders DEVELOP

3. Managers Control, Leaders INSPIRE

4. Managers have Short Term Views, Leaders have LONG TERM Views

5. Managers Ask How and When, Leaders Ask WHAT and WHY

6. Managers Imitate, Leaders ORIGINATE

7. Managers Accept status quo, Leaders CHALLENGE status quo



Differences between a Boss and a Leader

Bosses Leaders

Creates fears

Creates resentment

Says “I”

Fixes blame

Knows how

Makes work drudgery

Relies on authority

Drives

Creates confidence

Breeds enthusiasm

Says “We”

Fixes mistakes

Shows how

Makes work interesting

Relies on cooperation

Leads



SEVEN MANAGEMENT TOOLS TO BE THE BEST

1. FYP

2. FYC

3. SPC

4. Product mix

5. Persistency

6. Cases

7. Recruitment

8. Retention (3 yr retention rate)

9. Promotion

10. Complaints.

KEY RESULT AREAS TARGET



CRITICAL SUCCESS FACTORS

Every field of endeavor has a number of critical success factors that mea-sure and determine its success or failure.

RESULTS!

Recruitment

Retention

Productivity

Leadership



CORE COMPETENCIES

1. Recruitment

2. Career Presentation

3. Selecting and Interviewing

4. Training

5. Supervising

6. Coaching

7. Motivating

8. Team Building.


Recruitment

Supervision

Training

Career Presentation

Coaching

Teambuilding

Selection


WINNING EDGE

Small differences in performances will result in big differences in rewards


A leader is someone who knows the way, goes the way and shows the way.“”


APPENDIX

1. Checklist of KRAs

2. Typical Weekly Schedule of an Agency Manager

3. Sample annual schedule for agencies

4. Template to measure agency management activities.

54Voices Of Sales Pte. Ltd. (S’pore)Copy right: Voices Of Sales Pte. Ltd. (S’pore)

Version: 1

ALPM 2

Dynamic of AGENCY LEADERSHIP

LMAgency LEADERSHIP - Practical MANAGEMENT


Topic 1

THE ESSENCE OF LEADERSHIP



1. Understand the importance of Agency Leadership

2. Experience the difference between effective and ineffective leadership

3. Understand the qualities of effective agency leadership

Conduct a leadership self-assessment

agency leadership practice management

Documents