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A Magazine for Allstate Agency

Owners

ExclusivefocusSpring 2016

An Official Publication of the National Association of Professional Allstate Agents, Inc.

GRIT: The Ultimate Motivator for Continued Success page 8

How to Motivate Your Staff Without Busting Your Budget page 14

The Key to SmartMarketing: SellingYourself First! page 16

Essential Claims Practices for Your Agency page 18

Good Staff Management Begins With Our Must-HaveNo-No List page 24

Now a Retirement Plan for Agents and Staff - and It’s SIMPLE! page 32

Got Ideas About Overcoming

Barriers to Agent Success? Now’s Your Chance to Tell

Matt Winter! page 12

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4 — Exclusivefocus Spring 2016

Exclusivefocus

6 President’s Message34 Letters to NAPAA37 NAPAA Market Place38 NAPAA Board of Directors

Contents

Departments

SP

RIN

G 2

016

Features

8 Grit is a Choice By Brian CulBertson

12 Let Our Voices Be Heard By the national advisory CounCil

22 Less Than a Mile Away – An Effective Agent Deployment Strategy? By deBe Campos-Fleenor

agenCy management

10 Why Bother Doing Everything Yourself? By dirk Beamer

14 Low-Cost Ideas to Keep Your Staff Motivated

18 What We Focus on Multiplies By Bill GouGh

24 Managing the Unexpected By nanCy Fish

32 Keeping It SIMPLE By steve hite

sales anD marketing

16 Why Your Social Media Marketing Isn’t Working (And How to Fix It) By roByn sharp

28 Change… It’s What’s for Dinner By david neuensChwander

Humor

30 What Happened to Those Good Old-Fashioned Clichés? By lezlee liljenBerG

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president’s message

Look in The Mirror Before Casting Stones

Jim fishNAPAA President

Many publications, including most local newspa-pers, welcome the perspectives of their readers and publish them on the opinion page or in the letters to the editor section. They do this to demonstrate im-partiality and so that readers won’t get a lopsided view of the world. And while I disagree with some of the comments and opinions in my local paper, I’m not going to cancel my subscription because I was some-how offended by a letter to the editor. I also realize that letters and opinions do not necessarily reflect the views of the publisher, so why shoot the messenger?

Nearly everyone is guilty of negativity – no matter how positive they think they are. As we know, nega-tivity can be an expression of pessimism or criticism. So when we disapprove of something, we often make critical comments. If we believe a company program is bound to fail, we’re being pessimistic. If we think the program is a stupid idea, we’re being critical. If we say it’s a stupid idea and that it’s sure to fail, we’re being both critical and pessimistic.

We are all guilty, including yours truly. If Aaron Rodgers were to throw a game-losing interception, I might curse a lot and stomp my feet. Contrast that with the sheer ecstasy I felt last December after he completed a 65-yard Hail Mary pass in the final sec-onds to beat Detroit. I’m still smiling.

Nowadays when Allstate does something that negatively affects its agents or customers, the blog-gers valiantly raise their voices in protest, while many in the “silent majority” merely stand by nod-ding in support. A lot of energy is spent on such online agent forums, but I wonder what can be ac-complished without money, staffing and an organi-zational structure. This is where NAPAA can help.

NAPAA does not simply hoot and holler about something without reason. Take Complimentary Group Rating (CGR) for example. NAPAA care-fully examined Allstate’s voluminous CGR rate fil-ing for the state of Wisconsin and concluded that Allstate’s version of price optimization lacks trans-parency and is not good for Allstate agents or cus-tomers. As a result, NAPAA began prodding state insurance regulators to outlaw the practice. Today, price optimization is being closely scrutinized by regulators, leading some to confirm the practice is in violation of existing regulations.

Yet despite the fact that NAPAA typically “looks before it leaps,” we are often regarded as negative by some agents. These folks are typically not NAPAA members. If they were, they would have the oppor-tunity to sit on our board of directors and have a say about the direction of NAPAA. But they don’t appear to be seriously interested in solving the problems they say exist. Ironically, they criticize us for being negative, yet it is they who cannot seem to temper their remarks.

I joined NAPAA in 1993 because I passionately believed in its mission and in those who founded the organization. It was like a calling or a sense of duty for me. But more importantly, it gave me the opportunity to fight for the things I truly believe in, such as getting fair treatment for every Allstate agent – not just a select few.

Throughout my Allstate career, I reached out to others and shared my success secrets. I did this on a local, regional and national level. Following are a couple examples of what I mean. The first occurred years ago when management invited me to the Region to share my slightly complicated, but successful life presentation with the agency force. Some of those old-timers still thank me for helping them earn top awards. Then in 2001, I wrote “How to Advertise Like a Pro,” an ar-ticle that was published in Exclusivefocus. Until then, agents thought they were only allowed to use company approved ads when advertising. My article turned that notion upside down by inform-ing them that they didn’t need company approval for ads that did not contain Allstate logos, etc. or make references to Allstate products. At the time, it was a real eye-opener for the agents who were looking for ways to expand their reach by promoting their own unique brands. Today, it is common knowledge.

Helping others is a trait that is shared by everyone on our board and I am confident that each of them could tell similar stories based on their experiences.

Yes, sometimes we publish stuff that might not sit well with every reader. This is not intentional. Our goal is to provide you with the realities – good and bad – that face Allstate agents on a daily basis.

As for me, I’m not going to turn off the evening news. There is far too much at stake. Ef

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Each month, scores of ambitious en-trepreneurs arrive at the Allstate training center in Chicago to begin a few weeks of training to become Allstate Exclusive Agents. I heard recently that in the first five years as an agent, nearly 80 percent of these agents will fail. That means only 1 in 5 will succeed, depending on your definition of success. This is a humbling statistic if you’re a new agent, or thinking about becoming an agent.

We could spend all day discussing the hiring practices of Allstate, but I’m more interested in looking at those who’ve made it, or are trying to make it. What unique abilities do they possess that enable them to defy the odds? Leadership ability? Marketing experience? Business acumen? The ability to learn quickly? Sales skills? Or are they simply well-capitalized?

While all of these can help, I think the best predictor of success is a trait known as GRIT.

In her excellent TED talk on this re-search, Angela Duckworth describes GRIT as “… perseverance and passion for long-term goals. Grit is having stam-ina. Grit is sticking with your future, day

feature

Grit is a ChoiceBy Brian Culbertson

in and day out. Not just for the week, not just for the month, but for years.”

Researchers have found that in every field, Grit was just as important as talent. Is Grit something you can learn? Or are some people just grittier than others?

I remember talking to other agents be-fore jumping into the insurance business. One brief conversation in particular with a successful State Farm agent sticks out to me. He referred to the insurance agent experience as “get rich slow.”

That line has stuck with me now for the last five years. GET RICH SLOW. In other words, this isn’t a sprint … it’s a marathon. Admittedly, the guys and girls who win the Boston Marathon have great talent and ability, but the fact is that nearly anyone can complete a marathon. If you’ve ever watched or run a race yourself, you see all kinds of people pounding the pavement to the bitter end… old, young, fat, skinny, etc. For many of them, it takes a monumental effort to cross the finish line, yet despite the odds, they persevere until they attain their goal. So what do all these mara-thoners have in common? It’s the same

trait that many successful business own-ers possess… GRIT.

As Allstate agents, we must have – or develop – a GROWTH MINDSET wherein we believe that the ability to grow our agencies – regardless of the pitfalls along the way – can be changed with our efforts, perseverance and deter-mination. Those with a growth mindset don’t believe that failure is a permanent condition. As John Maxwell says, “… the not-talked-about, terrible truth is that all roads to achievement lead through the land of failure.”

Gritty people have learned that failure is not a permanent condition so they re-act to it as they would to any other learn-ing experience, and then use that expe-rience as a stepping stone to get to the end of a long race. Fail. Review. Get Up. Start Again.

Every successful agent in this company has failed. All the mega agents and super high-producing start-up agents have had their share of failures and will continue to have more. But their GRIT has al-lowed them to move forward and find success – not in spite of, but because of their failures.

Failure and mistakes lead to the road of success, so don’t be afraid to try new things. Don’t let fear prevent you from hiring that next staff person you’re not quite ready for. Don’t let past marketing failures take away your growth mindset. Remember that GRIT IS A CHOICE … and is the driving force behind achievement in your agency! Ef

Adapted from the personal opinion blog of Brian Culbertson. The Culbertson Agency started as a scratch Allstate agency in Sep-tember 2010. Today they, along with their team of 20 agents, service over 15,000 poli-cies for 9,000 households from two locations in Southwest Florida.

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Having worked with Allstate agents for almost 20 years, I know them to be – as a rule – hard-working, independent, and goal-oriented. They are the sort of people who chart their own course and who work hard to secure their own fu-tures. In short, if anyone can make it on his or her own, you can. You are not afraid to pound the pavement to find new business, or burn the midnight oil to stay current on all of your continuing ed-

Why Bother Doing Everything Yourself?By Dirk Beamer

ucation requirements. You pay the rent, shovel the snow, write new business and service your customers – and on and on. You can do all of these things yourself. But the question is: “Why would you?”

No matter your work ethic, most of you learned pretty quickly that you have more time to do what you do best – sell insurance – if you rely on others for cer-tain tasks. A paid staff member can be critical. A payroll service or a bookkeeper

frees up valuable time. Lawn care, a life specialist and a host of others help you stay focused on your primary mission, which is to grow and maintain your in-surance agency.

So, if you count on someone else to an-swer your phones and complete your tax returns, who do you count on to study and inform you about the “big picture” issues facing you and your agency? Who do you turn to for an honest and objec-tive assessment of the pros and cons of the most recent legislation out of Wash-ington or the latest rule changes that emanate from Northbrook? Certainly this isn’t something you’re still trying to do on your own, is it?

For decades, smart, successful agents have recognized the value of pooling their resources in order to provide the kind of comprehensive, detailed news and analysis that only NAPAA provides. Why? Because they recognize the same truth you have learned in every other aspect of your professional life. There is strength and efficiency in numbers.

Do you think Allstate pools dollars with industry lobbyists and think tanks on issues of common interest? Of course it does. With all its money, and with all its might, Allstate knows what many of us learned in grade school: “Many hands make light work.”

Of course, you could always add more to your daily reading list, or hire your own industry analyst or coach. But if you really want the best bang for your buck, it would be wise to pool your resources and, for a fraction of the cost, enjoy the indus-try-leading resources NAPAA provides.

So what has NAPAA done for you that you couldn’t do on your own? Pub-lish a quarterly magazine like this to bring you a wide variety of voices and perspectives. Analyze pending commis-

agency management

Spring 2016 Exclusivefocus — 11

sion changes and, through its advocacy, reduce them. Engage lobbyists in Texas and Florida and lawyers in New Jersey, all to challenge activity detrimental to agents’ interests. Maintain a paid staff to answer the phones and respond to agent questions. Hire lawyers and CPAs to draft model agreements and explainers for the benefit of its members. And the list goes on.

Perhaps you are among the secret mi-nority reading this that has never sup-ported the organization that brought it to you. If so, ask yourself, “Why am I bothering to read this? What do I hope to gain that I can’t find somewhere else?” I hope the answer is obvious. What you won’t find anywhere else is accurate in-formation that is culled, analyzed, debat-ed and shared solely and only with the Allstate agent’s best interests in mind. Needless to say, if NAPAA did not exist, it would be up to you to seek and assem-ble this crucial information on your own and then voice your concerns to manage-ment when you disagreed with company policies or procedures. The question is: “Can you afford to do this financially and/or without risking your career?

Many hands make light work. Lend a hand. Join NAPAA. And enjoy the fruits of your labor. Ef

WRIGHT BEAMER, AttorneysSERVING NAPAA AND THE AGENTS OF ALLSTATE SINCE 2000

DIRK A. BEAMER, ATTORNEY

EXPERT CONSULTING FOR AGENTS AND THEIR ATTORNEYS ON: ALLSTATE CORPORATE SECURITY INVESTIGATIONS

BUYING & SELLING BOOKS

ALLSTATE EA AGREEMENTS

PH: 248.477.6300WRIGHTBEAMER.COM

[email protected]

Thank You to our Vendor Memberssupport the businesses that support NAPAA

Dirk Beamer serves as General Counsel to NAPAA and helps NAPAA track legal is-sues of interest to its members. NAPAA has provided this article for informational

purposes only. The contents should not be construed as legal advice or an endorsement from NAPAA or its attorneys, and NAPAA expressly disclaims any such advice.


The National Advisory Council (NAC) meets monthly to analyze and evaluate agent concerns and discuss how NAPAA can best facilitate practical so-lutions. One of our recent discussions centered on the fact that Allstate has no formal mechanism allowing agents to provide honest feedback on issues of concern. It was also noted that many agents are apprehensive about revealing their true thoughts because they don’t want to be singled out or branded as troublemakers. Others shy away from saying something because they believe their voices would fall on deaf ears.

Like the general agent population, NAC members are growing more restive over a number of issues that have sur-faced in recent months. This uneasiness is also evident on agent blogs and social media pages, including those with large percentages of RAB members. Case in point: One recent blog conversation fo-cused on a thoughtful evaluation of the new e-proposal. A respondent asked whether the author had shared his sage evaluation with Allstate. His response: “With whom?”

The fact of the matter is that agents generally don’t have a clue about where or how to deliver feedback to the com-pany, which many believe is by design. Why, for example, isn’t the average agent invited to share feedback on new prod-ucts or company initiatives?

Have you attended a Town Hall meet-ing lately? Were you given a list of the Allstate representatives present at the meeting? Did they stand in front of the room when introduced, so you could more clearly match their faces with their names? How often have you been asked to hold questions until the end of the meeting? And when you do get a ques-tion in, how often is the answer satisfac-

tory? And how many times have they said, “We’ll get back to you on that,” and then fail to follow up?

The fourth-quarter earnings call di-vulged that Allstate increased premi-ums, intentionally slowed new business growth, and experienced a decline in retention, which was prompted by esca-lating auto rates. The company expects continued slow growth in new policies, plus more premium increases and lost business until it achieves a lower com-bined ratio. We wonder why long-term profitability wasn’t considered a couple years ago when risk management guide-lines were relaxed to take in more new business. After all, a long-standing in-dustry maxim warns us that opening the floodgates to new business can seriously deteriorate loss ratios.

Beginning last fall, reductions in new policies and declining retention exacted a huge toll on agency revenue and bonuses. So now that Allstate has purposefully de-cided to slow new business growth, why is portfolio growth still a qualifier and a component for agency bonuses? The company plans to shrink, but agents are expected to grow. Does this make sense? They are not making it any easier for us and sooner or later, agents will give up and start cutting staff and expenses.

Profitability is – and should be – a necessary focus for Allstate, but also for agencies. But certainly, repetitive rate in-creases aren’t the only solution. Has the company considered a one-year product? Why doesn’t Allstate collect demograph-ics on why customers defect and where they go? If they do collect such data, why can’t we see it?

The National Advisory Council wants agents to be able to voice their concerns without fearing reprisal. Now is your chance to speak up by offering con-

structive feedback and suggested so-lutions. Use the tear-out mailer on the adjacent page to send your thoughts and ideas to Matt Winter. We believe agents understand their customers better than anyone. We are confident that your responses will surprise Allstate with fair and sensible solutions to the issues we face as a company and as Allstate agents.

The mailer is pre-addressed, but you’ll have to add the required postage. NAPAA will consolidate your responses and send them in bulk to Matt Winter.

Here are some additional topics you might address:

• IPS – P&C commission should not be tied to life insurance quotas. Hav-ing to look back at the past 12 months’ production demands that the company notify agents a year in advance of quota increases. The current process is discour-aging and demotivating.

• Variable Compensation – Intimi-dating agents with the threat of reduced revenue does not increase life production or agency staffing, and it does not offer any incentive to increase P&C produc-tion. Decreased revenue instead reduces marketing and staffing expenditures.

• Your Choice Auto – Allstate cre-ated a market advantage with YCA, but hasn’t kept up with the competition.

• House & Home – Some agents remove or reduce coverage to get more competitive, but this inferior coverage will ultimately drive up the costs of our E&O insurance.

• Price Optimization/Complimen-tary Group Rating – Agents cannot explain rate increases to customers. No one at Allstate offers sound explanations either. Allstate denies that CGR is price optimization. But why are the Compli-mentary Group Assignment rate pages marked “confidential trade secrets?”

feature

Let Our Voices Be Heard…By the National Advisory Council


• Agency management reports and other tools – Do we really know how to read them, fully understand them or use them? Which are most useful? Which least? What is our feedback on Dash? Would that money have been better spent on other tools?

• Technology issues – How much is our technology costing us in lost produc-tivity, downtime and overall frustration?

Feel free to address other concerns. One of your fellow agents has written a letter to Matt Winter regarding the vari-

able comp and bonus, which you’ll find below. If you share his point of view, be sure to send that letter as well.

This is your chance to speak up confi-dentially and anonymously. Please use it to your advantage. Ef

Dear Matt Winter…

Here’s what’s holding me back: Variable commission and bonus.

Here’s why: “Success Factors” and qualifiers.

Commissions: Commissions should motivate agents to produce more sales. Threatening to reduce commissions based on IPS does not stimulate sales. Allstate’s complicated variable commission does not motivate agents to sell more P&C, sell more life policies, or hire more staff. Fearful that a tenth of agency revenue may be lost, many agents feel the logical solution is to cut their staff and marketing spend, thereby reducing production. Allstate insists that agents have at least one LSP, and that they sell 12 or 18 life policies. There is no real incentive to do more. If anything, agents are more inclined to spend their time examining the last 12 months’ chargebacks and grace periods than they do selling. Unhappy agents become resentful and worried.

This process will never get the best from people, as it robs agents and their employees of the ability to perform at peak levels.

Bonus: Disincentives prevent and discourage activity. Agents determine they cannot reach the minimum AFS or loss ratio quali-fier, so they stop producing. Miss the growth qualifier, then no bundling bonus. Agents capable of writing double or triple the AF goals have no incentive to exceed the minimum if they miss their growth or bundling goals.

Allstate is intentionally shrinking the auto book, yet agent bonuses are still tied to growth. This complicated, confusing system has prompted a behavior that is the very opposite of the outcome desired by agents and Allstate alike.

Suggested solution: Encourage agents to excel

Commissions: Base commission 10%. Tiered commission increases at various tiers of production:

Monthly issued Line 10 new business premium Commission First $50,000 10 % • Using a 12-month moving measurement is tortuous. Next $50,000 11 % • Staffing should not be a component of P&C revenue. Next $50,000 12 % • P&C commissions should not be tied to life quotas (IPS). This does not increase P&C or life sales, and may be unlawful in some states.

Bonus: Reward growth, profitability, retention and AF production independently. Simplify the structure. IPS item re-quirements and disqualifiers should be eliminated as they discourage production above the minimum. AF production incentive should begin at 50% to goal, and raise the ceiling to 500%. Promote year-long AF sales with a consistency incentive. Include staffing incentive component.


Employee motivation ideas don’t have to come with an expensive price tag. There are plenty of low-cost tactics you can use to help get your staff charged up about what they’re doing and keep their morale high, even during difficult times. Here are some suggestions:

Acknowledgment and CommunicationSay “Thank You”

Human Resources experts are mystified at how infrequently business owners and supervisors simply say, “Thank you” to employees for the hard work they do. Even this minor acknowledgment carries meaning, as long as it’s perceived as sincere and heartfelt and given for a specific achievement. Congratulate and thank your staff for overall agency suc-cess, but do not fail to single out em-ployees whose contributions go above and beyond their peers. Also, be mindful of different personalities; an introverted employee, for instance, may appreciate your words of thanks more when offered in private, while others will be pleased to be recognized in front of their peers at an agency meeting.

Ask for Employees’ FeedbackWhen employees feel valued, they may

be motivated to work harder at their jobs. Brainstorming sessions are a great way to invite employee ideas (after all, they are the experts at what they do), and if some of their ideas are put into practice, they feel even more a part of the agency’s success.

Is a major change planned for your agency sometime soon? If so, ask em-ployees to share their thoughts on how

Low-Cost Ideas to Keep Your Staff Motivated

this change will impact their individual roles. Being asked to participate in shap-ing the agency’s future, even in a minor way, can provide a sense of empower-ment and spur greater motivation.

Share the Agency’s VisionAll too often, employees become dis-

enchanted because they don’t see how the work they do fits in the bigger picture. Taking time to communicate your agen-cy’s vision and goals may help them understand why their role is impor-tant to future growth. Use every opportunity to reinforce this message

through newsletters, staff meetings, one-on-one meetings, etc.

Add “Fun” to the WorkplaceOther effective employee motiva-

tion ideas center around making the workplace environment more enjoyable and stimulating. (Remember, your staff typically spends a major part of their day working for your business.) There are numerous options for injecting a lighter tone into your work environment—ev-erything from a “Bring Your Pet to Work Day” to an occasional happy hour after work on Friday.

Here are some other ideas:

Food Can Be a Powerful MotivatorA free lunch now and then often

adds a spark to an employee’s day. Af-ter completing an important project, for example, treat your employees to lunch at a popular restaurant. If employees are working late, have a pizza delivered. From time to time, surprise your em-

ployees with bagels and doughnuts in the morning, or a mid-afternoon treat of ice cream or brownies.

Reward Hard Work with Gift CardsEveryone loves to get something free,

be it coffee at Starbucks or admission to a summer blockbuster at the movies. Gift cards are a relatively inexpensive way to show your appreciation. Employees un-derstand that your agency is operating on a budget, and will be grateful for this simple, but well-meaning gesture.

Offer Paid Days OffGiving an employee a paid day off (in

acknowledgment of a special achieve-ment) is another proven motivator. “Ul-timately, this does cost money,” notes entrepreneur Cherish Hope Reinwald, “but the reward of an employee who feels appreciated and who will give 110% is worth it.”

Generating greater employee motiva-tion is something you really can’t afford to ignore. It can make a small effort here and there so much more rewarding, es-pecially when employees are giving so much back to your business.

NAPAA members can find more in-formation on motivating agency staff and developing leadership skills by log-ging into the “members only” portal at www.napaaUSA.org. Ef

Paychex, Inc. is a national provider of cost-effective payroll and HR services trusted by more than 580,000 businesses. NAPAA members save 25% on Paychex payroll processing and 15% on HR setup fees. To learn more, call 844-846-7827 and men-tion code 5699. For more information on this topic and more visit www.paychex.com/articles.

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Have you ever felt like social media marketing wasn’t worth the time and ef-fort? You may have tried using Facebook, Twitter, and LinkedIn, but you’re just not seeing the results you expected. This is a common complaint and one that is easy to fix!

Most agents have defaulted to a very simple social media strategy. Their com-pany gives them free branded content (posts, photos, and articles) and they share it on their social media pages. It’s simple, takes very little time, there’s nothing to think about, and it’s done.

But the problem is, it isn’t working!Allstate gives agents beautiful images

with the Good Hands logo in the corner and they offer helpful tips about deduct-ibles, leaky pipes, and storm damage. But do customers actually notice it? From what we’re seeing, the answer is “no.”

Even worse, when you have multiple agents from one company in the same town, they all tend to look identical. It’s almost impossible to tell why you should pick one agent over the other because their Facebook posts, photos, and brand-ing are exactly alike.

Let’s be honest, insurance is not the most exciting topic, so when people log on to Facebook to see interesting news, funny jokes, and pictures of their friends – de-ductibles aren’t grabbing their attention.

It’s time to shift your strategy! There are three words to keep in mind

when you’re working on your market-ing: Know, Like and Trust. When people know who you are, generally like you, and trust you to follow through on your promises, they will typically choose to do business with your agency – sometimes regardless of price.

sales and marketing

Why Your Social Media Marketing Isn’t Working (And How to Fix It)

By Robyn Sharp

So how do we take advantage of this in social media marketing? Stop talking about insurance until the time is right!

This may sound surprising because you planned to use social media to educate your clients and show what a knowledge-able agent you are. That is still an excel-lent strategy, once they know, like and trust you enough to request a quote. The quote process is a great time to for you to demonstrate your expertise, educate your client, and look for gaps in their cover-age. But social media is the place to get your prospects to LIKE you!

So, once you quit talking about insurance, what should you share?

A great place to begin is by looking at how you and your staff are involved in the community. Are you a member of the Chamber of Commerce or The Kindness Revolution? Do you volunteer at a local school or non-profit organization? Or coach a team?

Think about all of these activities as opportunities to share how you impact your local community. Take a photo at your next volunteer meeting, share it on your Facebook page and you’ll imme-diately see more engagement from your followers.

Your cell phone can make this incred-ibly easy. It takes only a few seconds to snap a photo and share it across all your social networks. Remember, people want to see YOU on their Facebook newsfeed.

A few ideas to get you started:Take a photo of your CSR on the

phone at her desk and tell your followers to give her a call if they need to make any changes to their policy.

Share a photo of your office decorations, a new poster you’ve displayed about your referral rewards contest, or a team member who just reached an important career mile-stone, such as an award or a new insurance designation, like CIC or LUTC.

Take a photo of a client coming in to renew their commercial policy and share a link to their business page! It promotes your client, creates goodwill, and shows that you offer commercial coverage.

Take a photo of your kids or grand-kids when they stop by to visit. Everyone loves pictures of cute kids!

Does your dog ever come to work with you? Why not share a picture?

Is there a new baby in your family? A child graduating college? Did you have lunch at your kid’s school? Attend a lo-cal theater production? Dine at a popular restaurant? These are all FUN and inter-esting things to share! They get people connected to you as a person, which drives more interest in your agency.

And then when your potential client has an event like a rate increase, a bad claim experience, or even a policy renew-al, they’ll know exactly who to call.

These ideas don’t have to be done on a daily basis, but once a week or so is a great way for people to get to know, like and trust your real brand, which is YOU!


Have something to promoteSocial media marketing is pretty easy for

retail businesses. Unlike insurance, many have tangible products they can discount, while others offer discount coupons to get people to try their products or services.

But since you can’t do that with insur-ance, you have to create something to talk about other than just offering a free quote. One of the best ways to do this is to create a Referral Rewards program.

A referral program is simple. Someone refers their friend for a quote and you send them a free gift. It could be a gift card, lot-tery tickets, or even cold hard cash. But the reward isn’t really the important part. It’s all about how you PROMOTE the reward!

By using a referral rewards program, you give yourself something interesting to share on your social media profiles consistently.

When someone sends a referral, you could post a short thank you message and a note that their gift card will be coming in the mail. Or you could share photos of winners picking up their prize at your of-fice. You’ll also want to make a flyer and share it online at least once per week.

All of these things get people inter-ested in your referral program, and keeps them focused on sending you new leads.

Embrace your local businessAs you continue to develop your so-

cial media marketing, keep in mind that you’re not just an Allstate agent. You’re a member of the local community. You live, work, and volunteer in your city and that is much more important than the company you represent.

Yes, you want to capitalize on Allstate’s strong brand image (and huge advertising budget), but people must be able to differ-entiate you from the other agents in town. They need to see who you are and get to know you and your team. When you focus on that, you’ll immediately increase your social media results. Ef

Robyn Sharp is a former Allstate agent and founder of Mega Agency Marketing where she specializes in helping insurance agents get referrals and leads through social media. Vis-it the Marketing & Professional Services page at www.napaaUSA.org for a link to Robyn’s free marketing calendar and tips to increase your sales.

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In this article, I’m going to talk about something that is not very sexy or fun compared to the thrill of selling lots of policies. What I am talking about is how to vastly improve your chances for suc-cess in reaching your life and business goals by concentrating all your energy and FOCUS on them. When we zero in on this process, our success multiplies on so many levels.

As a sales guy, I love selling and have sold lots of policies, but I also love watching Allstate agency owners succeed by selling more policies than they ever dreamed possible.

Today, we’re going to discuss claims as they pertain to our agencies. Like I men-tioned earlier, this topic is not sexy or fun, but what I am about to say is VERY IM-PORTANT, so I hope you will FOCUS on getting this simple set of processes in place in your agency.

As agents, we don’t always think about the impact that claim loss ratios can have on our incomes. I was fortunate because in 27 years as an Allstate agency owner, only once did I come close to losing my bonus and award trips due to loss ratio. This was because we always had proactive practices in place to educate customers and pros-pects about the claims process.

Good claims management can boost retention and help keep your customers’ expectations in line, whereas poor claims management can adversely affect your in-come, retention and customer satisfaction.

Proactive claims process tips for your agency:

• Discourage filing unnecessary claims;

• Suggest carrying higher deduct-ibles;

• Conduct annual policy reviews, in-cluding a segment on claims education;

What We Focus on MultipliesBy Allstate Hall of Fame member Bill Gough

• Mention claims education twice a year in your email drips, and twice a year in your agency newsletter;

• Provide auto accident kits for all cars insured so your clients know what to do in case of an accident;

• Always have your clients call your office before filing a claim;

• Have a proactive follow-up process on all customer claims, including a sur-vey at the close of the process;

• Assign a team member as your agen-cy’s “claims specialist” to hold your client’s hand throughout the claims process;

• Communicate proactively and often in the event of catastrophic losses in your area.

Hopefully, you are already using some or most of these tips. We did ALL of them. They will make you and your team look like customer service heroes, not to mention skilled professionals.

In addition, make sure your team members are well-versed on the claims process and stress how important it is to your agency and your clients.Other agency claim processes:

• Monitor that claims are filed cor-rectly. Report takers can make mistakes and code a claim incorrectly. If you are not vigilant, your loss ratio could be de-stroyed for 2 years or more if a CAT loss is not properly recorded as a catastrophe. In fact, monitoring my losses once saved me from losing a Top 5 Percent in Com-pany Award and a six-figure bonus!

• Tout the advantages of having an in-house claims specialist, a Claim Sat-isfaction Guarantee, and vanishing de-ductibles as reasons to do business with your agency. This technique is especially helpful when you are emphasizing agen-cy value vs. price.

• A bi-weekly accountability pro-cess to ensure that your staff is meet-ing your expectations in following your agency claim procedures and processes.

It’s very important that you and your team understand that claims service is part of what you “sell” in your agencies. They must know what to do and how to handle claim events that can be very stressful for our clients.

“What we focus on multiplies.” I learned this from a very successful business lady that runs over 115 fitness centers across this great nation of ours. When you focus on making improvements to your life and business ev-ery day, you will accomplish more than you could have ever imagined. Ef

Bill Gough is an Allstate Hall of Fame agent who has trained, coached and con-sulted more than 2,500 insurance agency owners in North America. His coaching clubs provide “done-for-you” services and his marketing conferences are among the best in the industry. For more information, go to www.BGISystems.com or call Dar-lene Wallace at 256-246-2182.

agency management

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Who is Bill Gough? Allstate Hall of Fame Agent, Bill Gough, is arguably the most influential advisor to Agency Owners in America. He started with Allstate in 1984. Since the early 1990s, Bill’s agencies have routinely ranked in the top 1-5% of all Allstate Agencies nationwide. He founded BGI Systems in 2008 as a legacy to his late son, Bill III, to help other insurance agency owners achieve the same success he has enjoyed. He teaches proven systems and strategies that deliver predictable streams of new clients and profits.

If you own an insurance agency, this is important. Here’s why -- the #1 reason most agency owners fail is this:

Not knowing how to position yourself as the #1 resource in an over-crowded field.

And here’s the problem. As an Allstate Agent, you are NOT the lowest-price option. Every day, the 1-800 and .com companies are coming after you. Flo with her price gun on TV is training your customers to price-shop you. The Gecko is financed by Warren Buffett, who has deeper pockets than you.

Those national threats are on top of your local competition on every street corner. Just like rust, they never sleep. And those other agency owners are desperately working to steal your customers.

So, how can you expect to get ahead? That’s the question answered by my

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Privately published and not available in bookstores, the book is based on my 31 years of experience building and growing agencies that ranked in the top 1-5% for Allstate for a 21-year period, while earning millions for myself and my family.

Surprisingly, the book shows that beating the odds can be easier than you’d ever imagine, IF you apply some simple rules of effective marketing. In fact, so few agency owners know these rules that they give you an almost unfair edge. Examples: An Agency Owner in Oklahoma who

opened in 2011. He sold $148,000 in premium the first year from telemarketing and badgering friends and family for referrals. Working 60+ hours, 6 days a week, he struggled to pay the bills. So he talked to my team. Monthly sales went from $35,000 to over $100,000, with a 62% gain in new business from referrals. His life is transformed.

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An Agency Owner in Florida was working 7 days a week in 2011, on track for a loss of 3.21%. Internet competitors were eating his lunch. So he talked to my team. Retention jumped

11% in 2012. Premium jumped 16% in 2013 and another 20.1% in 2014. His life is transformed. This Book is Not for Everyone

Warning! Those most likely to be upset by this book are probably those who need it the most. Reading it won’t make you rich. You must take action. Because success is up to you. If that doesn’t sound fair, please stop reading now. This is not for you. How to Claim Your Free Copy

For a limited time, we’re giving away copies of Insurance Agency Success at no cost to Agency Owners who schedule Complimentary Strategy Session with one of my Senior Marketing Advisors. Never before have I given away my collected years of experience like this. You get direct access to an expert in agency building, who will help you define your goals and create a plan of action to achieve them. You’ll walk away with a list of action items and a clear path forward. And we’ll rush your copy of Insurance Agency Success to you FREE.

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spreading the word about BGI Systems in this, my 31st year in insurance. Don’t wait. There are over 9,800 subscribers reading this story, and that almost surely includes another agent in your market. Don’t lose out on “first mover” advantage. Take action and request your free copy today.


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“I’ll be glad to allow elections – as long as I get to count the votes...”

We can easily associate this kind of statement with third-world dictators. Sometimes, though, this spirit of un-fairness hits closer to home. Rules that apply to “everyone” sometimes apply dif-ferently to those who make them. Case in point: Contrast the entitlements be-stowed on members of Congress – in-cluding perpetual healthcare benefits and well-funded pensions – to those of the average working guy who faithfully ekes

Less Than a Mile Away – An Effective Agent Deployment Strategy?

By Debe Campos-Fleenor

out an existence, lunch bucket in hand. Lately it seems that Allstate’s rules of

the road to which most of us must adhere are, for others, either optional or mere suggestion. What is assiduously enforced upon some applies to others only when convenient for management. As agents, we must strictly adhere to every last edict from Allstate. Unfortunately, it doesn’t go both ways.

My story: I’m a 10-year agent in a modest, small agency in Tucson, Arizo-na. Every day, we do our best to deliver excellent customer service. We quote

home and auto all day long, hoping to expand our book of business.

As agents, we all have to watch the bottom line. When my office expenses became excessive a couple of years ago, I did what any other agent would do – I looked for a new location.

Moving turned out to be quite a pro-cess. My new office, I was told, must be at least one mile from other established agencies. Eventually, through much tri-al and error and a “Mother May I,” we moved to a great new location and began building rapport with local residents.

One day last summer, my Allstate manager showed up to discuss an op-portunity he had to open a new agency. Tucson, like many cities, has a couple of well-established mega-agencies, along with numerous smaller ones. One of these big agency owners had a friend who was interested in getting into the business.

The prospective candidate had a good resumé, held an MBA, and had run his own furniture business for some time. The mega-agent buddy of this new, would-be agent, was going to provide the necessary coaching. Good so far. But what was never clearly communicated was that the new agent’s existing furni-ture business – just a stone’s throw from my office – would also be the location of his new Allstate office.

I never even considered this as a pos-sibility because it wasn’t the Allstate way. Besides, “Bob’s Used Furniture and Allstate Insurance Agency” didn’t sound like something Allstate would ap-prove. There was no chance, I thought, that Allstate would consider this to be a proper location—not to mention the one-mile rule which had applied to my

feature


own office move. That being the case, you can probably imagine my horror the morning I drove to my office and saw a shiny new Allstate sign glowing just down the street. Seriously, I could liter-ally stand at my office doorstep and see Bob’s new agency.

I quickly called my manager, thinking this was some sort of bizarre mistake. In-stead, the moment led to a hard lesson: He who makes the rules gets to interpret them.

Among the things I learned at my considerable expense: The so-called One-Mile Rule doesn’t actually exist. It is imposed on the majority of us, but vanishes when the nearest agent is of little consequence. Thus, an “exception” was granted to allow “Bob” to open his office practically next door to mine be-cause – we may suppose – it would have been a financial hardship for him to es-tablish an office elsewhere. How conve-nient for this agent and his customers—you can bag an auto policy and a used sofa in one stop!

Meanwhile, the mega-agent received a $10,000 referral fee courtesy of Allstate, and my manager scored a point towards his annual new-agent appointment plan. What I got were customers showing up at one office instead of the other, only to be redirected down the street.

The used furniture/Allstate combo cratered less than six months later—very near the end of the calendar year. Few customers, it seems, actually needed new lamps and end tables to go with their homeowner policies. His doors were locked, but that didn’t end the trouble. His customers began coming to my of-fice to complain, pay their bills and to ask, incredulously, “Hey, where did my agent go?”

Strangely, the Allstate sign wasn’t re-moved, even after I called to request it be taken down. Then I realized that man-agement bonuses are calculated based on the number of agents active on December 31st. This method of counting agents de-termines which managers achieved their agent growth plan. What a coup, then, that this new agent walked out less than 90 days before year-end. Consequently, the reduction in the agent count would occur in January because the new agent – even though terminated – was technically

under contract for 90 days. In this case, it was convenient to employ a rule for self-benefit, even though the agent was AWOL and the office was shuttered. By no credible ethical standard should this agent have been listed as an active agent in the year-end agent count.

I don’t believe that Allstate purposely designed the rules so that opportunistic agents or managers could take advantage of them. And yet it is clear that manag-ers are rewarded for questionable hiring decisions and, at least in this instance, a mega-agent pockets a hefty referral fee. The victims in this unfortunate fiasco include the new hire, me, Allstate and, most importantly, Allstate customers.

In the aftermath, we’re left to wonder whether the new agent might still be in business had he incurred the modest, calculated expense of opening his new agency where another Allstate agent would not be his biggest competition. Even though it doesn’t help my agency, I now assist his orphaned customers with their insurance issues – but it’s a shame I can’t refund their furniture purchases.

Perhaps it is time for Allstate to review its agent acquisition strategy. In Bob’s case, they lost money on referral fees, possible management bonuses, training and signage. It’s also apparent that at least some in local management are will-ing to bend the rules for personal gain.

I wonder how many other agents have faced similar situations, but are too fear-ful to speak up. I believe that we should have some territorial rights, whether it’s a one mile limit or a half mile – it’s the fair thing to do.

Let NAPAA know your thoughts on this and other matters by filling out the “call to action” tear-out mailer in this edi-tion of Exclusivefocus magazine. Once you complete and return the mailer, NAPAA will tabulate the results and forward them to Matt Winter. With enough voices, we can make a difference! Ef

Debe Campos-Fleenor is an active agent from Tucson, Arizona, and has been with Allstate since 2006. Debe has served on the NAPAA Board of Directors since 2008. She currently serves as executive vice president.

Become a Member Today!Support NAPAA because NAPAA supports the Allstate Agent:

Communicate – Reliable and accurate communication on issues affecting Allstate Exclusive Agency Owners. • DirectExpress weekly e-newsletter • Exclusivefocus quarterly magazine • www.napaaUSA.org

Educate – Knowledge is power; make better decisions about your business and profession. • Contractandlegalissues • Helpwhenbuyingorsellingagencies • PersonalAssistance • Marketingandoperationaltoolsforagencyowners

Advocate–Weofferresourcesthathelpagenciessucceed,butwewillnotbackdownwhenAllstatemakesdecisionsthatimpactagents’livelihoods.Mobilizethepowerofyourcollectivevoiceandstandtogetherfortheprin-ciplesandchallengesthatagencyownershaveincommon.

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While growing up, most of us were instructed to pay attention to our sur-roundings so that we would be prepared for the unexpected. Most criminals de-pend on the element of surprise when approaching their victims. So just know-ing someone’s coming toward you may be enough to thwart an attack or robbery.

This prudent advice is equally useful in other areas of life, too. It might prevent a car accident, a sidewalk slip and fall, or an injury in the home. Similar caution can enhance relationships with family, friends, and customers. Have you ever heard someone say they were “complete-ly taken by surprise” when their spouse

asked for a divorce? Could they really have been that oblivious to the thoughts, feelings, and emotions of someone they live with? But for some people, knowing what’s happening around them is more difficult than for others, even when they think they’re paying attention.

So what does this have to do with your agency?

Most people have no idea what range of skills it takes to own and operate an insurance agency. As an Allstate agent, you are an expert in insurance and fi-nancial products. You need to know how to sell those products. You must market

yourself and your agency. As small busi-ness owners, your success also depends on your skills as an employer: You recruit, interview, hire, train, supervise, motivate, create compensation plans and sales con-tests, and much more. Then, when you aren’t juggling all of the above, you still have to manage agency finances, make decisions on internet providers, phones, computers, furniture and office décor. You keep track of the ever-changing compensation grids in order to maximize your commissions and bonuses. Oh, and let’s not forget to water the plants, and shovel the snow in your spare time. Agency owners streamline all of this by planning, organizing, and delegating, which typically leads to them gaining a thorough understanding of what’s hap-pening within their own agencies.

But what about the unexpected? By adopting a few proactive policies and procedures, agents can be better pre-pared.

Never forget that you are re-sponsible for your staff. Agen-cy owners are always busy. The thought of double-checking

or even spot-checking staff may seem a waste of time, especially when it comes to experienced, long-term employees. Don’t make this mistake. Most agents compensate producers with a combi-nation of commission and base salary. Commissions and contests can moti-vate individuals to sell more and reach goals, but those same incentives can also encourage some staff to do things they otherwise wouldn’t do, just to make that extra sale.

There are many ways to game the sys-tem to get a better price. Allstate quickly spots agencies with out-of-pattern dis-counts, suspicious garaging addresses, no-hit credit scores, and the like. It’s up

Managing the UnexpectedBy Nancy Fish

agency management


to each agency owner to verify that every application and every endorsement com-plies with company guidelines. Agency staff must never get the impression that it’s okay to “fudge” or “wing-it,” as the consequences may prove harmful to you and your remaining staff. For this reason, agency principals must strongly consider adopting a “zero tolerance” policy on this issue. The policy can then be incor-porated into your policy and procedure manual so there is no misunderstanding. Hold the conversation often with your staff. Realize that everyone in the agency is at risk. Even when an employee admits to wrongdoing and takes individual re-sponsibility for it, the agency owner will likely be terminated. Don’t think it can’t happen in your agency.

Your staff are employed by you, not by Allstate. This seems simple enough. But like many

other things at Allstate, sometimes man-agers want their cake and eat it, too – like expecting you to pay wages to your staff while they monopolize their time. It’s up to you to set boundaries, both within your agency and with company managers.

Your office policy and procedure manual should clearly state what is expected of employees, giving them directions to fol-low if Allstate management oversteps the boundaries you’ve set for your agency.

When I took my dog to obedience school, I learned that a “sometimes” rule is very difficult to enforce. If it’s okay to be on the sofa sometimes, how will the dog know which times? What I’ve dis-covered is that once you allow your dog to do something once, it’s always okay!

The same is true with staff. You cannot set up a rule that allows the staff or com-pany managers to decide when the rules apply. If some of the ideas presented in this article seem harsh, just remember: “Sometimes” rules just don’t work.

No direct communication with employees. No Allstate man-ager should contact agency staff

directly regarding any agency, customer, or company business. This means no in-vitations to participate in contests, meet-ings, surveys or webinars without going through you first. It’s up to you to decide whether your staff should have the in-formation, whether it will benefit your

agency, and how the information will be communicated to your staff. In case your staff is contacted by email without your knowledge, instruct your employee to copy you on their reply, stating: “Thank you for your email. I see that you’ve for-gotten to copy agency owner Mary Smith. Once Mary has reviewed your request, we will let you know.” Telephone calls should be handled in a similar fashion.

No recorded statements with-out an appointment, an ad-vance list of the questions and

time to review the file. Picture this sce-nario: On a particularly busy day at the ABC Agency, with only Joe Agent and Jane Staff manning the agency, a call comes in from the Allstate Claims Rep who’s handling the claim file for a recent car accident. Joe and Jane are both vague-ly familiar with the situation, which in-volved a car that Jane added to the policy a year earlier. Jane is asked and agrees to provide a recorded statement. As soon as the questioning begins, Jane realizes that her recollection is vague, since she hasn’t recently reviewed the file. Joe con-tinues to busily answer incoming calls.

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This distracts Jane, who’s now just hur-rying through the statement so she can help Joe keep up with the phones and get back to the unfinished endorsement that’s still on her screen from a prior call. Two weeks later, Joe Agent receives no-tice from CalSurance that the claim is being paid through his E&O, and he has no idea why.

Given a thorough and well-written policy and procedure manual, Jane Staff would never have agreed to the recorded statement without Joe Agent’s consent. Eager to help, most agents and staff sim-ply jump right in without ever pulling the file or reviewing the events, much less requesting an advanced list of the questions to be asked, or scheduling an appointment for a time when the agency owner can be present on the call with the staff. There are no do-overs on recorded statements, so make sure you’re ready when the recorder is turned on.

No company managers in the office without the agency own-er present. There is never any

reason that Allstate management should be in your office when you’re not there. It’s not a matter of rudeness, or ego, or anything of the sort. There’s simply no reason for it to happen. Staff should have explicit instructions to ask the person to set an appointment to return, then ask them to leave.

Your office is yours. Though there’s an Allstate sign on the door, Allstate and its managers have no rights to the prem-ises. Without your explicit consent to be present, they are quite literally trespass-ing. If you have not fully explained this to your staff, they will believe anything and everything an Allstate manager tells them. They may even allow them to go through your desk, access your files and, perhaps, even take your files and/or your computer. Don’t let your staff be taken by surprise. If the Allstate personnel refuse to leave, your staff should call your attor-ney, or the police. And once again, don’t think this can’t happen in your agency.

Use Allstate.com email ad-dresses only for Allstate busi-ness. Ensure this standard

applies both to you and to every staff

member. Every email that goes through Allstate’s servers belongs to Allstate. Therefore, if you or your staff are using Allstate’s email system for personal use, they will own – and have access to – ev-ery personal or outside business transac-tion you discuss – forever. Be certain this is clearly communicated in your proce-dures manual. No personal email on All-state’s email server. Ever.

Staff Passwords. You are re-sponsible for everything in your agency. You should have access

to your staffs’ activities on the Allstate system, at all times. It may never hap-pen to you, but other agents have de-scribed learning about employees (or former employees) sending leads to an-other agent, writing disparaging emails, or spending hundreds of hours surfing the web. Having your staff passwords will likely thwart this type of costly behavior. Additionally, the password policy is a good addition to your agency disaster preparedness plan.

Think before you act. Some-times, one wrong move can change your life forever. Never backdate an endorsement; never

offer coverage that conflicts with under-writing guidelines; never fail to disclose known information, and never violate any other company policy. Allstate is not in the practice of handing out warnings. Don’t lose your agency by trying to “help out” a customer.

Your agency is just another place where you should pay attention, plan for the unexpected, and be fully prepared so you aren’t taken by surprise when real life comes knocking at the door.

NAPAA members can find more help on staff and agency operations at the Op-erations tab at www.napaaUSA.org. Ef

This article has been provided for infor-mational purposes only and should not be construed as legal advice or an endorsement from NAPAA or its attorneys. NAPAA ex-pressly disclaims any such advice. Agents are encouraged to consult with professional ad-visors when finalizing employee handbooks and policy and procedure manuals.

Refer afriend

Refer a new NAPAAmember and receive a

$15 Starbucks gift card. See the NAPAA membership form for more information.

Or call 877-627-2248.

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L i g h t s p e e d V o i c e P r i s m P B X C l o u d - B a s e d T e l e p h o n e S y s t e m


We’re now over four months into the New Year. Therefore, it is time to assess your progress, if you haven’t already done so. How is it going? Are you satisfied with your year-to-date results? Are you closing all the business you want? If not, why not?

Successful agents fully understand that in order to achieve their goals and earn their bonuses, they must stay focused all year long. Put another way, they never take their eye off the carrot.

If you need management to motivate you to make more money, you might re-consider your profession. There are plen-ty of jobs out there that are less stressful and that don’t involve much planning or strategizing. But if you’re the type who likes challenges and setting personal goals, you’re in the right business!

So if you are serious about writing new business on a consistent basis, I’ll let you in on a not-so-well-kept secret… change is coming. In fact, it is a constant in our business.

Like a raging river, change can dis-rupt your successful processes, as it did last fall when the company reshuffled the deck on auto insurance, making it nearly impossible to close new business sales.

At other times, change creeps in slowly, like a subtle riptide that can trick swimmers into thinking they are swim-ming toward their intended destination only to find out they are headed in the wrong direction.

I don’t have a crystal ball, so, like you, I can’t see all the changes that Northbrook will be sending your way this year. But since history is our greatest teacher (and tends to repeat itself ), it is clear that the agents who earn big bonuses year after year are those who are adept at adapting to change. Like other agents, they aren’t always happy about change either. The

sales and marketing

Change… It’s What’s for DinnerBy David Neuenschwander

difference is that they don’t dwell on it and let it become a bigger problem than it is.

First and foremost, you are a business owner and an entrepreneur. As such, you are a problem solver. Sure, corporate changes can create problems for you, your staff and your customers. The first thing to do is analyze the problems and try to develop suitable solutions or work-arounds so you can get back to business as usual.

Sometimes a slight shift in your ap-proach can get you right back on pace. These are the easy decisions, such as switching lead providers or deciding whether to increase or decrease your di-rect mail campaign.

Occasionally, problems can be pain-ful and difficult to deal with, especially if you have to be the bearer of bad news. For instance, if you have an employee or employees who do not perform the tasks they are paid to perform, it is up to you to find ways to train them properly or replace them. I know this may sound cal-loused, but business is business. So if you have team members that do not perform up to par, they are probably costing you

hundreds, if not thousands, of dollars a year because they are unable or unwilling to adapt.

Unless you have an older book of busi-ness, Yellow Pages are a thing of the past. People looking for insurance have to be able to find you, and more and more, they are looking online. This means you must have an online presence that is at least as good as your competitors or better.

I’m told that management is attempt-ing to work on online rankings for each agent. Somehow, they think they are go-ing to make thousands of Allstate agent listings zoom to the top of the search pages. This is insane, because it is simply not possible. Number two, it would lump everyone together and provide nothing to differentiate them from other Allstate agents, except for their last names! Think about it; if this initiative comes to pass, your agency will simply blend in with the rest of the other Allstate agent listings in your area. No thank you.

The key to dealing with change is to anticipate change, then when it presents itself, be prepared to adapt to it by mak-ing adjustments to your business model or by finding ways to overcome the ob-stacles that stand in your way. This may involve changing your processes, your culture and even the way you conduct or operate your business.

Here’s hoping you reach all your goals in 2016. Ef

David Neuenschwander is a nationally rec-ognized specialist in helping Allstate agents grow their BOBs and bonuses using tested and proven, though sometimes unconven-tional, strategies. You can learn more about the services he provides to hundreds of suc-cessful agents across the country, and receive help with your online presence by visiting www.CaptiveAgentProfits.com.

AgentsdrivethevastmajorityofrevenueintoAllstate.Agentmoraleisimportanttoanalysts,andtoAllstateshareholders,soit’stimetotellitlikeitis!

Whatonyourmind?IPS?Variablecomp?Technology?Thisisyouranonymousopportunitytocandidlytellcompanydecision-makershowtheyaredoingandwheretheycanimprove.

Complete the Matt Winter mailer (located between pages12 and13).Youmayuse yournameor sendanonymously.NAPAAwillforwardagentresponsesinbulktoMattWinter.

Anotherwaytostateyourviewsistogoto www.napaaUSA.org andcompleteourfive-minuteAgentSatisfactionSurvey.Thepurposeofthissurveyistoaccuratelymeasureagentsentimentonkeyissues.WewilltallytheresultsandsharethemwithAll-stateandvariousmediaoutlets.

Finally, combine your voicewith other like-minded agencyownersby joiningyourprofessionalagentassociation.Youcan join NAPAA by completing the detachable applicationon the facingpageor applyonline atwww.napaaUSA.org.NAPAAwasfoundedin1990andhasalonghistoryofadvo-catingfortheinterestsofAllstateagents.

Go to www.napaaUSA.org to take the survey!

Is Home OfficeListening?Telling them is as easy as 1-2-3

123


“Stop beating around the bush.” “It’s like talking to a brick wall.”“He’s got ants in his pants.”I love clichés. Maybe it’s because they

remind me of my grandparents, who I spent a ton of time with when I was grow-ing up. Another reason is because, when using them, you are saying something that everyone understands – without be-ing hurtful or rude.

Some sayings have roots that date back hundreds of years. Clichés can transcend age, ethnicity and gender. They some-times even transcend socioeconomic boundaries, mainly because they have the same meaning whether they’re said by someone from the hills of Kentucky, or the towering condos in New York City.

In my agency, I frequently use clichés to describe a feeling or sentiment I am trying to convey. I confess, however, that some of my younger staffers stare at me as though they are “looking at someone with three heads.” It’s not that they don’t understand what I am saying, but it’s ap-parent that some of the clichés I use are from my heyday or those of my parents.

I wonder why I am expected to learn about new technology and adopt the new “lingo” just so I appear to be “in the

know” in the eyes of the younger genera-tion, who seems to be running from the past. Indeed, some of my younger sup-port staff run away from the past like “greased lightning,” which is really fast, in case you didn’t know.

“You don’t have a pot to piss in, or a window to throw it out of ” is one of my all-time favorite clichés. It amazes me how many people “struggle to make ends meet,” yet are the first in line to buy a brand-new motorcycle, boat or _____________ (you fill in the blank).

The saying, “pot to piss in,” dates back to medieval London, when people did not have indoor plumbing. Instead of toilets, Londoners used a chamber pot to relieve themselves, and when it was full, they opened a window and poured the con-tents into the gutter on the street below. So if you were not wealthy enough to live in a residence with a window, or worse yet, have a “pot to piss in,” you were “dirt poor.” Those who don’t have either of these benefits by today’s standards should reconsider that new motorcycle purchase.

Recently, my mother found herself in “hot water,” courtesy of my niece and nephew. My mom told my nephew that he was “like a little maggot.” My 18-year-

old niece was elated that someone had fi-nally agreed that her 13-year-old brother was truly a “maggot.” She was so excited, she posted on her Facebook page – for everyone to read – that her grandmother had called her little brother a maggot. For those of you “left in the dark,” the older version of the maggot cliché is used when describing someone who cannot sit still, always fidgeting and in constant motion. Needless to say, my mom was more than just a little embarrassed that her comment had been taken so literally and devoid of the generational humor she intended.

Clichés come from all over the world and from all walks of life, truly mak-ing them a part of all of us. I may seem old-fashioned, but it pains me to see our past “going south” (dissolving and going downward). Sadly, much of our culture is being taken over by the acceptance of vulgar language, bad attitudes and disre-spect for one another, which all too often “opens a can of worms” (opening or cre-ating a truly complex problem). Our col-lective behavior has “run amok” (to be-have in a wild and uncontrolled manner). So, if we don’t “man up” (take responsi-bility) and “take another tack” (try a dif-ferent strategy), “mark my words” (this will be proven correct), we’ll be in “deep doo-doo” (no explanation necessary)! Ef

Lezlee Liljenberg is an active Allstate agency owner with two locations in Arlington, Texas. She is actively involved in her local community – lead-ing workshops, hosting local radio shows and volunteering

at the YWCA. Lezlee has been with Allstate since 2004 and has served on the NAPAA Board of Directors since 2011.

What Happened to Those Good Old-Fashioned Clichés?

By Lezlee Liljenberg

humor


I hear all the time how Allstate agency owners are not planning for their own retirements. It seems they have spent so much time building their businesses, they have neglected their most valuable assets, themselves. Sound familiar? You are not alone; most small business owners do not plan for their own retirements or even know where to begin. They may think it is too costly, time-intensive, or just not an available option. Many of them also want to offer at least some benefits to their employees, but have similar con-cerns. Well, I am about to dispel those myths. As an Allstate Exclusive Finan-cial Specialist (EFS), I can tell you that setting up a retirement plan for yourself

Keeping It SIMPLEBy Steve Hite, Allstate Personal Financial Representative

is not only possible, but you can include your employees as well. There are oth-er advantages you may be missing, too. Don’t you think it is time we look into a simple solution?

When I say simple, I do mean SIM-PLE. The Savings Incentive Match Plan for Employees IRA, or SIMPLE IRA is a product that is often over-looked in the world of small business, but it is a great fit in many ways. It is a cost-effective way to build your own re-tirement, retain better employees (since they, too, can participate), receive possi-ble tax deduction benefits, and increase your production credit.

Believe it or not, most small business

owners do not know much about their own retirement options. Like other ma-jor life decisions, planning for an event that is years away, is often relegated to the back burner. As a result, few have spent much time planning for their re-tirement.

Granted, there are a few retirement options available, but many agency own-ers cannot afford the expenses of a 401(k) plan, so they believe their only other op-tion is a Traditional IRA or a Roth IRA, both of which have a maximum contri-bution level of $5,500 per year ($6,500 if over age 50).

The reason I recommend agency own-ers consider using a SIMPLE IRA, is

agency management


because they can personally contribute more money to their own retirement.

So, what is a SIMPLE IRA? It is a tax-deferred retirement plan for small businesses. The employer elects to make either matching contributions or non-elective contributions. These plans have no set-up fees or plan administrative fees to the employer. A SIMPLE IRA works best for companies with less than 75 em-ployees who have earned at least $5,000 in income over the last year.

SIMPLE IRAs may be appropriate for:• Self-employed individuals• C or S corporations• Sole Proprietors• PartnershipsThe most popular strategy is the 3 per-

cent matching contribution – this option requires you to match each participant’s contribution dollar for dollar, up to 3 percent of their annual salary. The em-ployee has the ability to opt out of the plan, and many do.

This is a match program, so you only contribute to the employees’ account if and when they do. Simply put:

• If employee A contributes 3% then you match 3%

• If employee B contributes 2% then you match 2%

• If employee C contributes 1% then you match 1%

• If employee D contributes 0% then you match 0%

• If employee E contributes 5% then you match 3%

All employees can contribute up to the maximum $12,500 into a SIMPLE IRA for 2016. But don’t let this scare you because the maximum employer match (3%) for a $30,000 employee would only be $900!

Unlike 401(k) plans, the amount an employer may contribute to their own account is not affected by the amount employees contribute. In the many years I have advised small business owners and Allstate agents, I have found that it is crucial for them to have a retirement strategy established and that they con-tribute to it on a regular basis. Based on what I’ve seen, agency owners focus more on growing their agencies than building up the nest egg they will need to supple-ment their retirement income. The harsh

reality is that the proceeds from selling your book of business will not likely be enough to carry you through your retire-ment years in the lifestyle you desire.

Therefore, in order to maximize your personal retirement strategy, it is best to contribute the maximum allowable amount to your SIMPLE IRA. For 2016, that maximum is $12,500 ($15,500 for those over the age 50) plus the match (up to 3% of your own salary). That’s $7,000 more per year more than the Tradition IRA or Roth IRA!

By offering a SIMPLE IRA plan to your employees as part of your employ-ment benefits package, you are showing your commitment to helping them plan for their own retirements. As employ-ers, we recognize that our employees are a key asset to the overall success of our businesses, and retaining them is vital. With today’s competitive job market, of-fering this benefit lessens the chance of losing these precious assets.

While setting up a SIMPLE IRA for your agency increases your business expenses, those expenses will help re-duce your net taxable income. In other words, by spending more on your own retirement and that of your employees, you can reduce what you have to pay to Uncle Sam. This product allows you to build any contributions or matches into the cost of doing business, as all matched contributions for your employees are

considered business deductions. Devel-oping strong relationships with your tax preparer and your EFS will ensure that you can take advantage of every deduc-tion you deserve.

BONUS: This product can also help you earn production credit toward your Allstate Financial Services goals. Pro-duction credit is paid on employee with-holdings and the company match each time deposits are made to the financial institution holding the SIMPLE IRA.

ADDED BONUS: Now that you un-derstand the advantages of the SIMPLE IRA, you and your staff have the ability to present it to your small business owner clients.

We all look forward to retirement, but as small business owners we must take action to prepare ourselves for that day. You and your staff have worked hard to grow your agency, so why pass up this golden opportunity to reward yourself and your staff with a solid retirement plan – and get some extra production credit to boot!

Contact your EFS to discuss the fi-nancial institutions in Allstate’s portfolio that offer SIMPLE IRAs and the ad-ditional benefits of setting it up. Believe me, it’s very SIMPLE! Ef

Steve Hite is a Personal Financial Repre-sentative in Tucson, Arizona. Readers can contact Steve at [email protected].

How a simple IRA could affect a business owners’ taxable income:

Example 1. If owner does not have a SIMPLE IRA Net Taxable Income $100,000 Current Tax Rate * x 25% Taxable to the IRS 25,000

Example 2: If owner has a SIMPLE IRA contribution of $12,500 Net Taxable Income $87,500 ($100,000 – $12,500 into SIMPLE) Current Tax Rate* x 25% Taxable to the IRS 21,875

Net savings of taxable income to IRS in this example is $3,125, plus the owner would now have $12,500 in their SIMPLE IRA.

* Tax Rates vary, see your tax advisor for your rate.


Hi Nancy,Thanks to the great advice from you

and NAPAA, my sale WILL be going through on April 1. I won’t be thanking middle management though; they did their best to thwart the deal! The only reason my sale got approved was because I followed the advice of NAPAA and di-rected my request for approval directly to the FSVP. If I had done it any other way, it would not have been approved! The FSVP even told me that himself. Even so, middle management still almost messed it up, but I contacted the FSVP again and within two hours I had an of-ficial, “non-qualified” approval!

I just want to give you a BIG “thank you” for your help. I have advised all of my friends to join NAPAA and be-lieve that at least three of them have just joined!

By the way, I am also using Dirk Beam-er as my main attorney. He is wonderful.

Things are going pretty well for me, but it’s still a struggle. Growing my agen-cy has proven to be more challenging than I expected. Still, I’ve experienced double-digit growth and an improving retention ratio in each of the past three years. Maybe the success we’ve had is due to the fact that we don’t do internet leads or any kind of mass marketing.

But I am writing for another reason. I am very troubled by price optimization, otherwise known as CGR. Even though it has been banned by the insurance de-partment in my state, I don’t think any of

the companies have stopped the practice and, in fact, deny having ever used it. I’ve been told numerous times that Allstate is not using it and that our pricing model is different and based on sound underwrit-ing principles and predictive data that we’ve mined over the years. I’ve brought up the subject numerous times and All-state is consistent with this answer. The trouble is, I just don’t believe them.

The latest rate activity included a sizable base rate increase across the state and a number of discount percent-ages were reduced. This was NOTICE-ABLE to EVERYONE. In addition, the introductory rates we use now with CGR make retention much more difficult.

I think all insurance companies have changed how they price their products – and it is not to the benefit of the insur-ing public. They have gotten really good at squeezing every last drop of premium from their clients.

NAPAA Response: You’ve done well to grow your agency, particularly in the cur-rent business climate.

It’s interesting that Allstate would deny using price optimization. Complementary Group Rating is their hidden method of in-jecting unknown factors into the rate. Here’s how it works, at least in the examples I’ve seen:

Each policy is assigned to a “Micro-Seg-ment” based on four criteria as follows:

Territory; Gender of oldest driver; Birthdate of oldest driver; Years with prior carrier. A Complementary Group Assignment

table will give you a Complimentary Group code. Take that code to the CGR Factor ta-bles to find a factor that will either give that customer a discount, or a surcharge. There is a separate CGR code assigned to every individual customer already insured with Allstate.

In the Wisconsin tables, one can com-pare two customers. Take, for example, two Wisconsin drivers, both male, both with 5+ years with their prior carrier and both from

the same territory. Customer A’s birthdate is 6/10/1989 and his factor is 1.0. Customer B’s birthdate is 9/16/1989 and his factor is 1.6283. Consequently, Customer B receives a 62 percent surcharge and the only visible difference is that he is three months younger. At age 27? Really? How can this be, espe-cially since age is already accounted for and surcharged under a different rule?

Rating territory, gender and years with prior carrier are also accounted for under separate rating rules, so why are those fac-tors repeated in the CGR table? And what really caused customer B to have a rate that is 62 percent higher than customer A?

Nearly all new business policies will have the same CGR code with about a 10% dis-count, (initially, they fall into the “all other” category). Usually by the first policy renew-al, however, a CGR code for each new cus-tomer has been added to the rate pages. That code will then provide the new rate factor for that specific household, and the rates will change accordingly.

Allstate will not reveal what information is really used to determine the factor. That lack of transparency is a problem. Compli-mentary Groups are based on what Allstate calls “policyholder disruption” and “market-place considerations.” But they fail to define those terms in the rules and rates.

In addition, Allstate “anticipates filing frequent updates to the Complementary Rating Group table.” The CGR pages are marked “confidential—trade secret—ex-empt from public inspection and disclo-sure,” making it even more difficult to analyze problems. It appears that not even agents are able to access the micro-segment assignment table, making it impossible for them to review a policy rate.

While this practice is reprehensible, I think other carriers are employing similar strategies. They know that insurance regu-lators are subject to ever-tighter budget re-straints and dwindling manpower, making it difficult for them to keep pace with the voluminous rate filings that price optimiza-tion entails. And with the P&C industry

letters to NAPAA

LETTERS continued on page 36.

The

Kindness

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Watch your sales skyrocket when you become the first and only agent in your community to represent the movement that will make

people smile every time they think of you!

The Kindness

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Simple, Powerful, Affordable and Effective

For one Allstate agency’s experience, read the accompanying article titled “Kindness is Contagious”

For more

information

email

us

at:

[email protected]

Or

call

Dave

Daily

at

404.384.6060


letters and articles submitted to napaa

may be edited for clarity, space, grammar, syntax

and suitability.

names of agent contributors

will only be published with writer’s permission.

letters and other submissions can be

e-mailed to [email protected]

or mailed to: napaa

22 n. Carroll st., suite 300madison, Wi 53703

moving toward an expanding online pres-ence, consumers will ultimately have to fend for themselves or be exploited.

I have a relative who is an Allstate agent. He’s been complaining about be-ing micromanaged by company manage-ment. When he unloaded on me about it, I asked, “Are you an employee or an independent contractor?” He replied, “Independent contractor.” But when he went into detail about what he could and could not do, it sounded like he was an employee.

I reviewed the common law rule that says if the work is regular, recurring, sub-stantial, and exclusive, the person is an employee. I’m not an attorney and don’t practice law, but I did go to law school. I suggested that he may have a legal case, which is why I am contacting you on his behalf.

NAPAA Response: A majority of agents feel that Allstate has stepped over the line when it comes to the amount of control that it exerts over their businesses. This has been an ongoing issue for years. There have been a number of agent lawsuits filed, but to our knowledge, all have failed or been settled out of court under seal, meaning that details are confidential.

Other agents have attempted to engage the IRS and EEOC, but those cases are in limbo, been rejected, or have otherwise been abandoned by the claimants. Keep in mind that Allstate has very deep pockets and will fight tenaciously when challenged.

Therefore, if a government agency decides to file suit against Allstate, it must present an airtight case with plenty of irrefutable evidence, and be prepared for the long haul – possibly even a decade or longer, depend-ing on the appeals process and other legal maneuvers utilized. This is not to say such a case is out of the question, but it must be very compelling.

In the short term, we believe that Allstate agents can and do change Allstate’s behav-ior when they stand together as a united front. In the past, NAPAA has been the im-petus and vehicle for such change. Tell your relative to contact us – becoming a NAPAA member is simple and inexpensive.

I have been affiliated with Allstate in many different roles since the early 80s. I am now the owner of an at-scale agency in a small town. I always thought the company treated its agents fairly. Recent activity, however, has caused me to ques-tion the integrity and ethics of current company management.

I read this morning that Allstate lead-ership has made a decision not to make changes to the 2015 bonus structure. Earlier in the year, they said that the .015 infusion was not sufficient and would change. Regional management then pushed us to achieve year-end results us-ing that promise as an incentive. But to-day we learned there will be no changes after all, leaving us with an unfulfilled promise and no apology.

Changes in new and renewal guidelines started in my market early last fall. Natu-rally, the most significant changes were communicated after we took the agency satisfaction survey. While the survey was not good, it would have been much worse if we had known what was com-ing. We’ve also been told our competitors will be taking rates, but that hasn’t hap-pened either, at least in my market. We are now writing less than half the busi-ness we were before. If counter measures are not taken soon, it will be impossible to make up the deficit.

Two years ago, the RVP told us to “get it now, while you can.” They probably knew exactly how short the growth win-dow would be. It doesn’t take a rocket sci-entist to know that opening the floodgates for new business always leads to increased loss ratios and decreased retention.

The company no longer communicates agent results that are unfavorable, such as how many agents have fallen below their IPS requirements. This is concerning from a trust and ethical standpoint.

Senior leaders are cavalier. They should be held accountable for providing us with a competitive product to sell and service. I encourage agents to go to town hall meetings and treat them as account-ability meetings for these managers. They made drastic changes to improve profit, so what are the results and why have we not been informed of them?

Perhaps the worst consequence of their plan is the devaluation of our agencies. First they open the guidelines for rapid growth, then as the losses start pour-ing in, they shrink via rate increases and tighter underwriting. Then the whole roller-coaster process begins again… and again… and again. From the agency own-er’s perspective, there is nothing funny about Allstate’s “negative growth” plan; it reduces the revenues needed to pay our employees and keep our offices open.

I cannot get my head around this transgression. Perhaps NAPAA can act as our voice. There are very weak stan-dards required to be an officer of the company. Matt Winter – who didn’t even sign the letter – must be in hiding somewhere. I am disappointed to see this happen to the company I was once so proud to represent.


ArIzONAGlendaleThe Grandidge Allstate [email protected]:$980,000PIF:2,867Premium:$3,400,000NumberofStaff:340+yearmulti-generationalagency. Great location near university,hospitals,etc.1200sf;turnkey;newcomputers,printers and desks.

CONNECTICUTBloomfieldMaritza [email protected]:NegotiablePIF:462Premium:$579,052Qualifiesforenhancedcom-missions.Busylocation,$50kin expanded markets.

New BritainAbraham Insurance [email protected]:$185,000PIF:690Premium:$990,000NumberofStaff:21100sfturnkeyoffice,down-town.NewMacsandprinters.2013:HonorRing.2014:Pre-mierAgency.2015:HonorRing&NationalConference.

FLOrIDABradentonEstablished Allstate [email protected]:$750,000PIF&Premium:PleaseCallNumberofStaff:253%Allstate,47%brokered.

Altamonte Springs DeMatteis Group, [email protected]:$2,500,000

OrEGONGrants PassPiazza Allstate [email protected]:$900,000PIF:3,800Premium:$3,200,000NumberofStaff:21200 sf office; equipment up-dated to Allstate requirements. Owner motivated to sell due to family/healthconcerns.

PENNSYLVANIAPittsburghLawrence Ross [email protected]:NegotiablePIF:2,636Premium:$2,522,201NumberofStaff:1Retention:91%,LR:45%,Poli-cies/HH:2.08.24-yearagencyinprofessionalareaofPleas-antHills.

TExASDallasCathy - Seller [email protected]:$1,100,000PIF:2,680Premium:$4,000,000NumberofStaff:3Satellite agency in great loca-tion,largesign,Dallassuburb.Highproductivityagencywithknowledgeable/experienced staff.2015Chairman’saward.Allnewcomputers,printers,VoIPphonesystem.Retention87.1%;LR32.61%.

KilleenNeal [email protected]:$320,000PIF:1,462Premium:$1,650,000Greatcareersince1986!Greatlocation – office building also available. Retiring.

VErMONTVermont [email protected]:$525,000PIF:1,600Premium:$2,400,000NumberofStaff:2HonorRing,retention:92%,BorderagencylicinNH.

VIrGINIAWinchester Mel [email protected]:$625,000PIF:2,300Premium:$2,500,000

WASHINGTONEverettAdvanced Insurance [email protected]:$1,500,000PIF:6,662Premium:$5,500,000NumberofStaff:291%retention,52%lossratio.

the NAPAA market place

Agencies for Sale Agencies for Sale Agencies for Sale Agencies for Sale

GEOrGIAVarious LocationsMel - Seller [email protected]&Premium:PleaseCallBrokerrepresentative,severallocations.

IDAHOPocatelloOlson Insurance208-317-0241 [email protected] AskingPrice:$250,000 PIF:1,175Premium:$938,569 35-yearagency,highACES,retiring.

INDIANAGoshen Andrea Thalheimer (HoraceMannAgency)[email protected]:$50,000PIF:1,646

MArYLANDWhite MarshLissau Insurance [email protected]:$625,000PIF:1,650Premium:$2,186,00035-year agent willing to work for buyer. Retention 93.6%; LR43.12%;AFretention98%;Policy/HH2.2;IPS12(currenttoplan);AES(11%fromincep-tion),currentscore156.

NEW YOrKBrooklynEdward Lawson, [email protected]:PleaseCallPIF:1,900Premium:$3,700,000LR:47%,retention:89.67%.Best location in Brooklyn. 30-yearagency,retiring.SOLD!

SOLD!SOLD!

TheNAPAAmarketplace…wherebuyersmeetsellers.Placeyourclassifiedadhereforjust$99perissueofExclusivefocus (Pricereducedto$50ifadisinconjunctionwithonlinead.)Formoreinformation,gotowww.napaausa.org,orcontactNAPAAat877-627-2248,[email protected].


AdmiNiStrAtive OfficeS EmilyWiseman

22N.CarrollSt.,Suite300Madison,WI53703Ph877-627-2248Fax866-627-2232

[email protected]

Nancy Fish, [email protected]

Gerry Flores,MembershipDevelopmentcall563-564-1800

PleaseemailHQ@napaausa.orgtocontactourofficersanddirectors.Includethenameofthepersonin

thesubjectline.

OfficerSJim FishPresident

Gulfport, MS

Debe Campos-FleenorExecutiveVicePresident

Tucson, AZ

Greg ThompsonTreasurer

Burleson, TX

Judy OstSecretary

Battleground, WA

directOrSDale Revels, Kissimmee, FL

Lezlee Liljenberg, Arlington, TXClaudia Gamache, Lockport, ILChristina Miller, Pensacola, FL

Virginia Ottenberg, Hubbard, OH

NAPAA Board of Directors 2015-2016 Exclusivefocus

National Association ofProfessionalAllstateAgents,Inc.

Jim FishExecutive Editor

[email protected]

Exclusivefocus and DirectExpress are official publi-cations of NAPAA - The National Association of Pro-fessional Allstate Agents, Inc. No part of this publication may be reproduced without prior written permission of the publisher. It is the policy of this publication to reflect the professional thoughts and attitudes of our members and to advance the professionalism of the insurance in-dustry to the ultimate benefit of the insuring public.

The views expressed by NAPAA, or any of its positions relative to its activities and those of its members’ actions on behalf of this organization, are expressly those of NAPAA, and do not reflect the views or the opinions of Allstate In-surance Company, or any of its affiliates.

Letters to the Editor: All letters must include an ad-dress and a daytime and evening phone number. We re-serve the right to edit letters for clarity and space.

This issue of Exclusivefocus magazine may contain articles of interest submitted to NAPAA by outside au-thors. NAPAA is not responsible for the opinions, advice or accuracy of any information provided therein.

NAPAA’s Mission StatementNAPAA is dedicated to the success of Allstate

Exclusive Agency Owners and to advance the independence and entrepreneurial spirit of our members.

NAPAA’s Goals Our goals are subject to alteration, influenced by

a constantly changing environment and the needs and wishes of our members.

NAPAA encourages its members to actively par-ticipate in the process of defining and refining our Mission, Goals and Positions.

Our General Goals:• To provide an organization specifically tailored

to benefit Allstate Exclusive Agents• Monitor legislative and legal issues pertinent to

Agents and their clients• Provide reliable communications on all issues

that affect Agents and the ability to call upon our members to act

• Provide Agents with a distinct voice on issues that affect them, continually exploring options and solutions

• Make tools and resources available for members in an effort to increase agency value and success.

For more information, please visit

www.napaaUSA.org

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A Magazine for Allstate Agency

Owners

ExclusivefocusSpring 2016

An Official Publication of the National Association of Professional Allstate Agents, Inc.

GRIT: The Ultimate Motivator for Continued Success page 8

How to Motivate Your Staff Without Busting Your Budget page 14

The Key to SmartMarketing: SellingYourself First! page 16

Essential Claims Practices for Your Agency page 18

Good Staff Management Begins With Our Must-HaveNo-No List page 24

Now a Retirement Plan for Agents and Staff - and It’s SIMPLE! page 32

Got Ideas About Overcoming

Barriers to Agent Success? Now’s Your Chance to Tell

Matt Winter! page 12

Spring 2016issue of Exclusivefocus

brought to you by the

National Association

of Professional

Allstate Agents.

BECOME THE OWNEROF YOUR OWNINDEPENDENT

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exclusivefocus - napaa usa

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