2020 Spring Edition Professional Insurance Agents by PIA of Tennessee

Spring 2020 â&#x20AC;¢ Tennessee

PAGE 18

THE POWER OF

MENTORING Formal programs benefit mentor, the mentee and the agency

IN THIS ISSUE 11

What not to ask

23 Employee orientation plan 27 Customer trust is vital

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DEPARTMENTS 4 Spring 2020 • Tennessee

In brief

9 Risks 11 Legal 15 E&O 27 Sales

COVER STORY 18 The power of mentoring

Readers’ service and advertising index

Officers and directors directory

Formal programs benefit the mentor, the mentee and the agency

FEATURE 23 Welcome new employees into your agency An orientation plan is essential

Statements of fact and opinion in PIA magazine are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of the Professional Insurance Agents. Participation in PIA events, activities, and/or publications is available on a nondiscriminatory basis and does not reflect PIA endorsement of the products and/or services. President and CEO Jeff Parmenter, CPCU, ARM; Executive Director Kelly K. Norris, CAE; Communications Director Katherine Morra; Senior Magazine Designer Sue Jacobsen; Editor-In-Chief Jaye Czupryna. Postmaster: Send address changes to: Professional Insurance Agents of Tennessee, 504 Autumn Springs Court, Suite A-3, Franklin, TN 37067. “Professional Insurance Agents” is published quarterly by PIA Management Services Inc.PIA Management Services, 25 Chamberlain St., P.O. Box 997, Glenmont, NY 12077-0997; (518) 434-3111 or toll-free (800) 424-4244; email pia@ pia.org. ©2020 Professional Insurance Agents. All rights reserved. No material within this publication may be reproduced—in whole or in part—without the express written consent of the publisher. COVER DESIGN Zack Littrell

IN BRIEF

FROM THE EXECUTIVE

A new start Every spring, many of us celebrate Easter. For most of us, it is about eggs, candy, dressing up, and holiday celebrations. We decorate eggs. We hide the eggs for our kids to find. They run around with a basket and collect the items they find. We may go to church. We may celebrate the resurrection of a Messiah, or the Passover of the Spirit. But many, if not most of these actions or items represent something bigger. The egg, the gifts—and even the resurrection—symbol rebirth, renewal and a new beginning. We are in a new year. With this new year comes a new chance to adjust and begin again. It’s a time to try new things.

• a quicker and easier way to write flood coverage—while receiving higher commissions; • sales training; • resources and systems that assist with ACORD forms; • marketing and branding assistance; • succession and perpetuation planning; Kristopher Mark Fisher, CAE, CPIA, LUTCF Executive Vice President & CEO PIA of TN Franklin, Tenn.

PIA can help with that effort. PIA can be your one stop to resources and benefits that are designed specifically to help independent agents do more, be more effective, and write more business. In addition, PIA is working behind the scenes to help you with issues such as legislative and regulatory affairs. Here are just some of the benefits PIA members can take advantage of: • access to markets to serve your clients;

• coaching or planning to write more commercial insurance;

• networking events; • education to train your team in products, finding, selling to, and servicing clients; and • prelicensing courses, new employee testing and training, as well as ongoing continuing education.

So, as you kick-off spring, think PIA. Always at your service,

Kristopher Mark Fisher, CAE, CPIA, LUTCF Executive Vice President & CEO

PROFESSIONAL INSURANCE AGENTS MAGAZINE

PLATINUM PARTNER PROFILE

www.cmsinsurance.net

Area of Business (states where company conducts business): TN, KY, WV, IN & MO Senior Executives: Conn Johnson (CEO) / Mark Johnson (President/COO) Contact Info: Tyler Siddens – Regional Marketing Manager (270) 991-3994 tyler@cmsinsurance.ne Company History: Conn & Joyce Johnson began an independent insurance agency in a small town in West Virginia over 40 years ago – Johnson Insurance Agency. Johnson Insurance is a family-owned agency that was created from the ground up. The knowledge & perspective gained from these “real-world-insurance” experiences provided the inspiration for CMS Insurance Service Inc. Conn & Joyce understood the real challenges and true needs surrounding the independent agency system; thus, CMS Insurance was born and a unique philosophy was created out of need within their own agency. The “CMS philosophy,” coupled with a strong desire to help other independent agents, has made CMS what it is today. Company Philosophy: Our mission is to help support and perpetuate the independent agency system in a manner consistent with principles based on fairness and integrity. We are committed to the growth and retention of the familyowned independent agency. Who we are: We are a general agency; however, we are NOT a broker. We partner with agencies to provide markets whereby YOU are the agent and YOU own your book of business. It is important to distinguish that anyone can “provide markets,” but it’s how WE do business at CMS that makes us different - our unique philosophy and straightforward approach to compensation is what truly sets us apart. In addition to providing markets, we offer the following specialized programs: · · ·

Commercial Consulting Performance-Based Compensation (for agency owners) Agency Perpetuation and other related programs targeting profitability/growth/stability

Whether you are competing with the agency down the street, looking for additional markets, searching for ways to compete in an ever-changing marketplace or just trying to find ways to become more profitable, we can help you with our unique system of programs designed specifically for the independent agent. We’ve been helping independent agents, just like you, for over 30 years! We are proud to be family-owned and proud of what we strive to represent – give us the opportunity to help your agency and let us demonstrate what makes us different. PIA of Tennessee and CMS Insurance Services proud partners for independent agents.

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PLATINUM PARTNER PROFILE

Location: Mayfield Heights, Ohio Area of business: All Exec:

Jeff Scovell Regional Sales Manager, Tennessee (444)910-3719 Jeffery_J_Scovell@Progressive.com

•

CEO: Tricia Griffith

•

CFO: John Sauerland

•

Personal Lines President: Pat Callahan

•

Commercial Lines President: John Barbagallo

Why Progressive: Stay relevant and adapt to the changing environment – that’s our goal in becoming your destination carrier.

Our agents have the drive to embrace the changes in the marketplace, and we have the tools, technology, stability, and breadth of product to ensure we thrive well into the future – together. And while we’re focused on the journey ahead, our past is equally important. Since 1937, we’ve grown into one of the largest auto insurance providers in the country and the largest personal auto insurer by written premium among independent agents. In addition, we’ve worked to achieve No. 1 commercial auto insurer, motorcycle and specialty RV insurer in the US and we also have an A+ (Superior) rating for auto and A (Excellent) rating for home from A.M. Best, an independent U.S. based insurance rating agency. We help agents keep their promises by always keeping ours, operating consistently from our Core Values and delivering intuitive technology, claims and service excellence, marketing support for their local brand, and a national name customer know and trust. We’re proud to serve independent agents by making insurance a little better every day, and we’re proud to have independent agents like you representing our brand in your community. Progressive Benefits and Services Technology and Ease of Use – Throughout our history, we've pushed the independent agent channel forward with easier and faster ways to quote business, and breakthrough segmentation that keeps agents ahead of the competition. We help you stay ahead of consumer needs by providing online and mobile technologies that today's customers expect from businesses. Breadth of Products – No matter your customers’ needs, from simple to complex, we have the products and coverages to meet the needs of the entire household. We offer personal auto, motorcycle, boat, RV, homeowners, renters, commercial auto and more. Stability and Choice – Our commitment to underwriting profit and low-cost operations provides quality coverage for all risks at a consistently competitive price. Through a variety of discounts and programs we offer your customers ways to save and personalize their rate, like our usage-based insurance program Snapshot®. Progressive's agency business is as big as it's ever been, and we continue to make significant investments to support agent's long-term, profitable growth. Insights and Tools – We've built our business with agents, and after 80 years, we're just as committed as we've ever been. We use our experience, insights and scale as a market leader to continuously improve our products and deliver business-building tools that fuel agent success.

Don’t take it from us, visit AgentsofProgressive.com to hear more from some of our agents. Not all programs, discounts or products are available.

PROFESSIONAL INSURANCE AGENTS MAGAZINE

Empowering producers at the point of sale AVYST eForms Wizard

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EMPLOYMENT PRACTICES LIABILITY INSURANCE ABA Insurance Services offers comprehensive EPLI and cyber programs

For more information please contact TomGernt @ tgernt@piatn.com or 615-823-5079 Â©

It’s tax season, beware of tax scams Insurance agents and other professional service providers must protect their client’s sensitive data. This includes everything from their personal contact information to their Social Security number, bank account information, coverage and other types of sensitive information like the names of family members. All professional insurance agents should be held accountable for client data security. This can include simple measures like having all computers go into sleep mode, to requiring that laptops are locked away and never left in a potentially dangerous place such as a car. Agents should never use public Wi-Fi, review a sensitive document in a public place, or share passwords with anyone. Make sure all your employees have a different password for every app they use in the course of doing business. Insurance agencies that are victims of a data breach can face financial, legal and other consequences if sensitive personal and financial client-related information is stolen. A data breach is just one type of a fraudulent scheme used to victimize agents and clients. The IRS and other officials frequently issue warnings on other fraudulent schemes.

Popular tax scams As published on the IRS’s website (www.IRS.gov) the following are typical tax scams that agents need to be aware of to provide guidance to their clients: Suspended or canceled Social Security number. Con artists threaten to suspend or cancel the victim’s Social Security number by stating that the victim owes the IRS money in taxes. Fraudsters frighten people into returning Robocall voicemails by threatening to cancel the person’s Social Security number if the person does not pay the overdue taxes immediately. If someone receives a call threatening to suspend his or her Social Security number for an unpaid tax bill, the person should hang up the telephone. According to the IRS, fraudsters carrying out this scheme demand: • immediate payment using a specific method such as a prepaid debit card, iTunes gift card or wire transfer; • payment to a person or organization other than the U.S. Treasury; and/or • the taxes be paid without giving the taxpayer the opportunity to question or appeal the amount owed. The scammer also threatens to contact local police or other law-enforcement agencies to have the taxpayer arrested for nonpayment immediately. PIATN.COM

RISKS

JEANMARIE F. MOORE, CPA, CITP, AND SCOTT D. SCHINDEWOLF Klatzkin

Advice for agents to their clients. Agents should advise their clients of this scam, and the fact that the IRS does not use any of these methods to collect tax payments. Nor will the IRS call to demand taxes to be paid immediately. Instead, the IRS mails a notice to address these situations. Agents also should advise clients to never give out sensitive information over the telephone unless they are positive the caller is legitimate. Impersonating the IRS. IRS imposters have sent unsolicited emails to taxpayers. The email subject line may be a variation of “Automatic Income Tax Reminder” or “Electronic Tax Return Reminder.” According to the IRS, the emails include links to a website that are similar to www.IRS. gov. These emails include false information regarding a taxpayer’s refund, electronic return or tax account. The emails contain a “temporary password” to access the files, which is a malicious file. Advice for agents to their clients. Once again, agents should advise clients that the IRS does not send unsolicited emails and never emails taxpayers about the status of refunds. “Ghost” tax preparer. This scheme involves a “ghost” preparer who is paid to prepare a taxpayer’s tax return, but who refrains from signing the return (i.e., electronically or on paper). By law, anyone who prepares

or assists in preparing federal tax returns for compensation must have a valid Preparer Tax Identification Number.

9. Improper claims for business credits

Returns filed without a PTIN are considered self-prepared. Information on the return is assumed to have come from the self-preparer, including the bank routing and account numbers. Scammers submit their bank account information instead of the taxpayer’s information. Then the refund is deposited into the perpetrator’s account instead of the taxpayer’s account.

10. Failure to report offshore funds

Advice for agents to their clients. Agents should make clients aware that “ghost” preparers may require cash payment and then neglect to give a receipt. Advise clients to review their returns carefully and check that their direct deposit information is correct. Tax transcripts and other financial documents. A surge of fraudulent emails impersonating the IRS, banks or other financial institutions uses tax transcripts or financial documents to encourage victims to open documents containing malware. Businesses fall victim, when an unsuspecting employee opens the malware. Entire networks can be infected, causing all kinds of issues and possible security breaches. Advice for agents to their clients. Agents should advise employees and clients not to open attachments from people unless they are confident that the sender is legitimate. Educate employees and clients on how to identify fraudulent emails and establish rules on opening documents. Make sure to send information to clients using encrypted email. False pleads to help victims of natural disasters. Criminals and scammers are known to take advantage of generous taxpayers who want to help victims of major disasters. The IRS warns taxpayers that fraudulent schemes usually start with unsolicited contact by telephone, social media, email, or in-person using a variety of tactics. Fake websites are used to impersonate legitimate charities and trick people into sending money or providing personal financial information. A scammer also may claim to work for, or on behalf of, the IRS to help victims file casualty loss claims and get tax refunds. Advice for agents to their clients. Agents should remind clients to go directly to a legitimate charity’s website by typing in its domain name. Never open a link sent via email or advertised online. It could lead to a fake site that is almost identical to the real one. To know if a website is secure, make sure the “lock” icon is present. There are many other schemes that fraudsters use to victimize innocent people. The IRS publishes its “Dirty Dozen” list of the top 12 scams annually. The 2019 Dirty Dozen are: 1. Falsifying income and creating bogus documents 2. Inflating deductions or credits 3. Promises of inflated refunds 4. Tax return preparer fraud 5. Identity theft 6. Phone scams 7. Phishing 8. Charitable contribution scams 10

PROFESSIONAL INSURANCE AGENTS MAGAZINE

11. Frivolous tax arguments 12. Abusive tax shelters, trusts, and conservation easements Agents should consider sharing information on the latest scams, which have been identified by the IRS, with their clients as these schemes are brought to the attention of the public. Just one successful attack can put you or a client in a compromising position with significant financial consequences. Be diligent, mindful of questionable email or voice communication, conscientious about verifying that the sender is legitimate, and avoid opening suspicious emails or accepting suspicious telephone calls. Agents can find information and useful guides on what to do if fraud is suspected at irs.gov/identity-theftfraud-scams. Agents also should report instances of IRS-related phishing attempts and fraud to the Treasury Inspector General for Tax Administration at (800) 366-4484 or tigta.gov. Or, use The Federal Commssion’s FTC Complaint Assistant (FTC.gov). Taxpayers who experience tax-related identity theft may file an Identity Theft Affidavit (Form 14039). Moore is a certified public accountant and partner with Klatzkin with more than 30 years of experience in the field of accounting. She is the firm’s technology partner and holds the Certified Information Technology Professional designation. Reach her at jmoore@klatzkin.com. Schindewolf is Klatzkin’s IT Manager, responsible for oversight and management of the firm’s IT infrastructure. Reach him at sschindewolf@klatzkin.com.

What not to ask during a new-hire interview Questions. They are vital to helping humans learn and understand the world and the people who inhabit it. Questions help us plan our day (Alexa, what is the weather going to be like today?); to win on Jeopardy (What is, “the pen is mightier”?); or to find a significant other (Will you marry me?). There also are those questions that we shouldn’t ask, or perhaps are prohibited from asking, as well as those questions that can be asked a right or wrong way. Nowhere is this more true than during the hiring process. Hiring can be a stressful process. There are a million things to consider and a million questions you can ask to find out if the person sitting across from you is the right person for the job. Some questions could lead to charges of discrimination, or violations of state or federal law. In order to help you and your clients avoid some of the questions that can land an employer in legal hot

LEGAL

BRADFORD J. LACHUT, ESQ. Director of government & industry affairs, PIA Management Services

water, this article will run through some of the questions that are offlimits, why they are off-limits, and offer some alternative questions that allow employers to gain valuable information while avoiding violating the law.

What not to ask The Civil Rights Act of 1964 makes it illegal to discriminate against a person on the basis of a host of factors, including: age, race, ethnicity, color,

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gender, sex, sexual orientation, religion, disability, and marital status, just to name a few. Asking any question that might be seen as an attempt to discover information about an applicant’s status in the one of these protected classes could be illegal. Obvious examples of questions you cannot ask include: • How old are you? • Are you disabled? • Are you married?

Employment history

• What is your religion? • What is your sexual orientation? There also are questions that might appear innocuous, but might actually be illegal to ask applicants. For example, an applicant’s educational background is information that many interviewers want to know. However, there is a right way and a wrong way to obtain this informa-

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85th Annual PIA of TN Convention

tion. Asking applicants the year they graduated high school or college might be considered age discrimination.Instead, the interviewer should ask if the applicants have graduated from high school or college, or if they attained the degree level required of the job. Similarly, a common question in an interview is if the applicants have the physical ability to perform the job for which they are interviewing. While asking if people have disabilities or if they have a history of illness or workplace injuries is illegal, an employer can ask the applicants if they physically are able to perform all of the job functions. It should also be noted that even if the applicants’ protected status is obvious (e.g., their race or whether they are pregnant), an employer still is prohibited from asking about that particular protected status, as well as prohibited from making employment decisions based on it.

The questions that blur the line between discrimination under the Civil Rights Act and an emerging protection—especially on the state level—is when an employer inquires about an applicant’s employment history. Asking about employment history is an important and valid issue that many employers want to know. However, there is a right way to ask about it. Asking applicants when they first started working could be seen as age discrimination and should not be asked. Instead, ask the applicants how long they were at their last job. Similarly, many employers like to ask about the applicants’ current salary. While, this question is legal under the Civil Rights Act, a growing number of states have passed laws to prohibit employers from asking this question. As of the writing of this article, 17 states, including Connecticut, New Jersey, New York and Vermont, have passed laws that prohibit employers from requesting an applicant’s pay history. Additionally, if applicants voluntary provide information about their pay history, many states prohibit employers from confirming that information until after a job offer has been made. This may seem like government meddling in private business without reason. However, these laws are designed to fight pay inequality between the sexes. The U.S. Department of Labor has reported that the average woman is paid 82% of what the average man receives.1 As such, basing the wages of a new hire on past wages may perpetuate pay inequality among the sexes, even if unintentionally. These laws do not prohibit an employer from asking any questions about salary. However, these questions cannot be rooted in the past—instead they have to look to the future. Employers are free to ask about salary expectations or ask that the applicants give a salary range in which they would like to be paid.

Criminal history Marriott Shoals Hotel & Spa FLORENCE, AL 12

Another area in which federal law and state law have diverged is in relation to an applicant’s criminal history. There is no federal law that prohibits discrimination based on a criminal record.2 However, many states have passed laws to prohibit employers from inquiring about criminal history—at least in the application process. These laws often are referred to as “ban the box laws.” (So named because they require employers to remove the check box that exists on many applicaPROFESSIONAL INSURANCE AGENTS MAGAZINE

tions, which asks if an applicant has a criminal history.) Thirty-five states have passed ban-the-box laws that apply to public entities (including Tennessee). Thirteen states have passed laws that apply to private employers (including Connecticut, New Jersey and Vermont). Additionally, many counties and municipalities across the country have passed similar measures (including Albany County in New York).

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The purpose of the ban-the-box laws is to enable ex-offenders to demonstrate they have the qualifications for a particular job before disclosing their criminal history. While these laws prohibit employers from including a criminal history question or check box on an application, many do not prohibit employers from asking the question during an interview. The moral of this story is that questions are important—both in our personal and professional lives. While state and federal law may restrict the types of questions an employer can ask of applicants during the interview process, the intent is not to hamstring the employer. Instead, it is to make sure that all applicants— regardless of their race, sex, religion or sexual orientation—are given the chance to demonstrate their qualifications for a particular position. Lachut is PIA Management Services’ director of government & industry affairs. 1

BLS Reports, 2014 (bit.ly/2Nviacu)

The Equal Employment Opportunity Commission has found that, in some instances, using an applicant’s history of criminal convictions to be a form of racial discrimination.

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Invest a few minutes in the future security of your agency. Go to www.uticanational.com/eo to get started on an Easy Estimate, and then add and subtract coverages to get the combination of protection and premium you need! For more information contact:

Tom Gernt, CPIA Email: AdvantageServices@PIATN.com Phone: 615-771-1177 ext. 205

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Kristopher Mark Fisher, LUTCF, CPIA Email: kfisher@PIATN.com Phone: 615-771-1177 ext. 202

PROFESSIONAL DEVELOPMENT 2020 CPIA SCHEDULE 3/10 — CPIA 1 — Position for Success [Nashville] 3/10 — CPIA 2 — Implement for Success (Part 1) [Nashville] 3/11 — CPIA 2 — Implement for Success (Part 2) [Nashville] 3/11 — CPIA 3 — Sustain Success [Nashville] 8/30 — CPIA Update — PIA of TN Convention [Muscle Shoals, AL] 9/16 — CPIA 1 — Position for Success [Knoxville] 11/3 — CPIA 2 — Implement for Success [Crossville]

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Completing the application process One of the more significant items that an agent deals with is the application for new or renewal business. For this reason, it can play a key role should a problem develop. As a result, agencies should have various procedures in place to ensure that, if a problem occurs, how the application was handled works for the agency, not against it. Here are some essential items to keep in mind to help minimize the potential for a problem developing: Use the right application. This becomes more of an issue when submitting business to a wholesaler for the excess-and-surplus-lines marketplace. While many wholesalers probably will be willing to provide a proposal based on a general-industry-accepted application, there is the potential that to bind coverage they will want their own application completed. To avoid a frantic situation, identify—as early as possible—if a specific carrier application will be needed to bind coverage. The best scenario is to contact

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E&O

CURTIS M. PEARSALL, CPCU, CPIA

the wholesaler before submitting the account to determine which application the carrier wants completed.

Get the right answers. Chances are good that some questions on the application you, as the producer, aren’t able to answer correctly. Do not guess at what you think the right answer is. The carriers/wholesalers are expecting that when you complete and submit an application that the information on the application is correct. Sounds logical, doesn’t it?

The carrier will make its underwriting and pricing decisions heavily based on the information on the application, so it expects the information to be accurate. When it is not and a problem develops, you can count on the carrier to review the application to determine whether there were any material misrepresentations on it that would have resulted in the carrier declining the account (as opposed to quoting and subsequently writing it). If the carrier believes it would have reached a different underwriting decision based on the right information, you can count on the carrier to either void the policy or pay the claim and then follow up with a lawsuit against your agency. And, carriers are winning these cases. There have been situations when the carrier found out that the agency misrepresented information on the application to get the account written. Then, the carrier issued an immediate notice of termination of the agency agreement. Try explaining that to the staff. Get the right signatures. When possible, meet with the client to get the application completed—do not sign the application for the client. When you meet with the client, you can ask the questions and record the client’s answers accurately. This applies to all lines, but especially on lines of business (e.g., directors & officers, errors-and-omissions and cyber). Once the application is completed, secure the client’s signature. When you ask the client to sign the application, you should require him or her to review it for accuracy. After making any corrections to the application, the client is required to sign it. If the agent completes the application in the office, there are numerous electronic signature programs to use when you send it to the client. When you send the application to the client, ask him or her to review it, sign it, and send it back to you. Do not sign the application on behalf of the client.

Online Education • • • •

Pre-Licensing Webinars Training and Education for the New Employee Continuing Education

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Education at your convenience

For more information, call Tom Gernt, CPIA at 615-823-5079 or tgernt@piatn.com

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Some producers may be wondering what difference this makes and whether it is necessary. Remember: A signature on the application has tremendous power; it could play a significant role in the agency’s defense, which include: • the plaintiff failed to give accurate information to the agent; • the plaintiff misrepresented certain facts to the agent; or • the plaintiff signed a policy application containing incorrect information. Under any circumstances, it is never appropriate to sign a document for a client. It is forgery— which could lead to the loss of an agent’s license—and it removes the ability to argue that the client made the misrepresentations. For the reasons indicated in this article, it is vital to secure a client’s signature on an application. In virtually every state, the client is held responsible for the contents of the application once he or she has signed it. If the client misled you in the completion of the application, his or her signature on the document could play a significant role if a problem develops later. Conversely, it will be difficult for the client to be held responsible for the contents of an application if he or she did not sign it personally. The material contained in this article is for informational purposes only and is not for purposes of providing legal advice. You should contact your attorney to obtain advice with respect to any particular issue or problem.

Because Nothing Happens Until Someone Makes a Sale

Certified Professional Insurance Agent (CPIA) Designation Sales isn’t a natural skill for many people. Even among the most talented sales professionals, there’s always room for improvement.

Our Sales Expertise. Your Goals. If you want to sell more, you need to learn more. However, cookie cutter sales training is seldom the best solution. Instead, you need education that is built around your unique realities.

Action. Not Theory. The AIMS Society has decades of experience developing curriculum and facilitating sessions for the Certified Professional Insurance Agent (CPIA) designation. Every aspect of our coursework is designed to help participants gain insight and practical skills that can be applied right away. There’s simply no more business as usual when everyone begins approaching projects with a customer-first sales mentality. The focus at the AIMS Society has always been on tactics and sales information that are realistic and applicable to actual business situations. Position for Success – CPIA 1 Participants focus on internal and external factors affecting the development of effective business development plans. Factors discussed include a review of the state of the insurance marketplace; analysis of competitive pressures; necessary insurance carrier underwriting criteria; and consumer expectations and understandings. Throughout each section of the workshop, tips for preventing errors and omissions (E&O) are highlighted. Implement for Success – CPIA 2 Attendees discover specific tools for analyzing consumer needs. They also learn to utilize risk identification techniques to gather pertinent prospect information, develop skills necessary to assimilate collected information into a customized protection program and participate in exercises designed to promote effective delivery of proven solutions. As in CPIA 1, tips for preventing E&O are discussed. Sustain Success – CPIA 3 This program focuses on fulfilling the implied promises contained in the insuring agreement. Students will review methods of providing evidence of insurance coverage and will discuss policies and procedures to control errors and omissions, including policy review and delivery, endorsements, claims-processing and handling of client complaints. Also included is a review of professional expectations; the law of agency; and legal and ethical standards. Our emphasis on providing tips for preventing E&O continues.

CPIA faculty are fabulous, the best in the business. They bring true life examples and excitement into the program. Attendees leave class with a renewed vigor and bring this feeling with them back to their places of employment. They are excited about their insurance careers. Interaction is the highlight of the program, not only between instructor and attendees, but also between attendees themselves. Great ideas are shared and everyone in class feels a shared sense of commonality and togetherness. - CPIA Sponsor Kelly O’Connell Education Manager

“Sales” and “marketing” are not the exclusive responsibility of the sales team. Every interaction can impact sales. Therefore, we believe our designation is ideal for anyone with consistent interaction with people outside the organization.

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JULIE SILARD KANTOR CEO, Twomentor

THE POWER OF

MENTORING

Formal programs benefit mentor, the mentee and the agency

entoring was once considered a nice-to-have program to help agents achieve their goals. Many agencies launched mentoring initiatives to enrich relationships between owners, experienced professionals and young agents. The goal was to give new agents the opportunity to learn from seasoned leaders.

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While most agencies had good intentions when they established their mentoring program, over time the return on these initiatives typically was not worth the investment. Either the mentor or mentee did not make enough of an effort or little to no direction was provided by the agency on how to establish and nurture a mentoring relationship. Guidelines were not established on the goals and objectives of the program. No one was held accountable. Fast forward to 2020 and mentoring is now considered a must-have program. Corporate America is finding that mentoring and coaching initiatives are important to attract and retain talent, especially among Generation Z (born between 1995-2014) and millennials (born between 1980-1994). Millennials are now the largest generation in the workforce. According to a key study by Intelligence Group (a division of the Creative Artist Agency), 72% of millennials would like to be their own bosses. But, if they must work for someone, 79% would want that boss to serve more as a coach or a mentor. Another study showed that millennials want 50% more time dedicated to mentorship and coaching, and twice as much time focused on developing leadership skills. The Intelligence Group study also showed that 88% of millennials prefer a collaborative culture over a competitive culture. They also want to make a difference in their professional and personal lives. This generation wants their work to contribute to the success of the agency. Millennials need to know that their work matters and they are willing to change jobs as frequently as needed to perform purposeful work. This is why millennials often are referred to as the “purpose generation.” Millennials tend to stay in jobs for under two years and are not as motivated by the career track, raises and other incentives that are the mainstay of corporate America. Each time your agency loses someone good, you lose time and money. Forbes reported that the average cost to replace a millennial can be as high as $15,000 to $25,000, depending on the position and industry. Agencies invest significant money in recruitment. Programing around development and retention is frequently given less attention. Some of the millennials’ behavior patterns reflect this.

Launch a mentoring program Here are 11 steps you can take to launch a mentoring program at your agency: Step 1: Program alignment. Align the program with your human resources, diversity and inclusion, and corporate social responsibility goals. Work closely with employee resource groups that share your vision to build collaboratively. Step 2: Your employees’ value. Know and value that many people in your agency already are mentoring others informally. Identify the employees who are in mentoring relationships as a baseline and set a goal for the next 12 to 24 months. Step 3: Focus groups. Hold focus groups to ensure that the program is feasible and that this model is a good fit for both the mentor and mentee. Step 4: Track metrics. Start capturing metrics early—especially if your agency is looking to become more diverse and inclusive. Measure changes in retention, engagement, promotion and productivity rates—as well as other metrics

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and key performance indicators that are important to your agency. Step 5: Top priorities. Develop a mentor action guide to align mentoring with your top priorities. Good people (who genuinely want to help) often come together in mentoring programs, but they are unsure how to best spend their time together. Include suggestions on the duration and frequency of mentoring meetings, as well as where they should take place. Provide sample agendas, conversation starters, goals, timelines, sample activities and recognition systems. Leave room for innovation and flexibility. Step 6: Formally train mentors and mentees and in the process set expectations. Have mentors and mentees sign a contract or agreement letter to make sure everyone’s expectations are identified and understood. Step 7: Hold people accountable. Add mentoring into performance reviews and job descriptions. Align mentoring with your agency’s culture and include statements on the ROI of mentoring in key communications from management. Lead by example. Ideally, senior leaders should take on at least two protégé-mentees who are not direct reports. Step 8: Consider reverse mentoring (i.e., a younger person mentoring an older one). This is an empowering practice and you will learn from the younger workforce about technology, collaboration and teamwork. Also, if you have more mentees than mentors, schedule standing sessions with maximum of a 1:2 or 1:3 ratio. Step 9: If possible, encourage people to be a part of the mentor matching process. Have fun with some flash mentoring (similar to

speed dating) sessions in-person or online. Encourage mentees to meet three to five potential mentors for six to eight minutes each and visa-versa. Step 10: Professional development. Offer employees one- to twohour blocks monthly dedicated to professional development with their mentee(s). Start peer mentoring circles for mid-career and senior executives. Step 11: Acknowledge mentors. Recognize your employees who take time to mentor and understand the strong value proposition for them. They are the ones who are driving retention at your agency, breaking down pockets of isolation, and championing your future workforce.

Mentor your managers

dis•tinc•tion

Recent reports from Deloitte, Gallup, Center for Creative Leadership and other highly regarded organizations have highlighted a critical gap in the leadership development pipeline. Research from the Association for Talent Development shows mentoring managers boosted productivity by 88%, whereas training managers resulted in a 24% increase in productivity.

Ineffective and failing managers have a tremendous impact on the productivity, commitment, engagement and innovative thinking of their entire team. Gallup found a direct corre-

Sixty percent of all newly promoted managers fail within the first 18 months and 50% of managers are regarded as incompetent or failures. This can be attributed to the fact that 58% of first-time managers never receive management training prior to being promoted.

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lation between management competencies and engagement. According to Gallup, managers are responsible for at least 70% of their employeeâ&#x20AC;&#x2122;s engagement. Mentoring builds good managers, and managers who are also good leaders build great teams. The mentoring relationship can be mutually beneficial to both the mentor and mentee as they inspire, innovate, learn, and grow together. Warren Berger, the author of A More Beautiful Question, talks about how when the world gets more complicated and complex, we need to question more because we must be learning and changing. He asserts that we need questioning now more than ever, and we are less comfortable with it. The mentoring relationship is the perfect place to build our capacity and grow as questioners and as active listeners.

Create a mentoring culture PGi released a study that dove into the millennial mindset. Of the millennials who participated in the survey, 71% stated that they wanted meaningful connections at work and hope to find a second family in their co-workers. Additionally, 75% of the millennials surveyed view mentoring as crucial to their successes. In the same survey, 70% of nonmillennials say they are open to reverse mentoring. They acknowledge that 20- and 30-somethings have first-hand knowledge of social media and other technical practices that older employees want and need to learn. Most millennials named â&#x20AC;&#x153;not a good cultural fitâ&#x20AC;? as one of the top reasons why they left their job in the first three years. To retain this cohort in the workforce, agencies need to align their culture more to meet the needs of millennials. This should help your multigenerational workforce to have a more meaningful support system and better connections at work.

Top benefits of mentoring The top six benefits of formal workplace mentoring initiatives are: 1. A more skilled and prepared workforce. 2. Development of a diverse leadership pipeline. 3. Enhanced manager success and improved succession planning. 4. Significantly higher retention rates, especially for millennials. 5. Increased employee engagement and commitment. 6. Happier and more inclusive workplace culture. The business case for mentoring is so strong that in a Wharton study, people who mentor got promoted six times more than people who did not, and mentees were promoted five times more than those who were not mentored. The retention rate was 20% higher in both groups five years later. Deloitte discovered in its 2018 Millennial Survey that 43% of millennials expect to leave their job within two years. Deloitte also found that companies

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experience a 25% higher retention rate when employees participate in a mentoring program at their organization. According to SAP Success Factors, 68% of employees who intend to work for their company for more than five years are twice as likely to have a mentor, as opposed to 32% who did not. Study after study proves that there is no downside to mentoring if the program is well-engineered. Mentors and mentees are more engaged and better positioned for advancement. Engagement equals retention and retention saves time and money. Across the board, companies that invest in formal workplace mentoring programs experience substantial returns on their investment. DDI World disclosed in its Mentoring Global Leadership Forecast (2018) that 54% of organizations in the top third of financial performance have formal mentoring programs, as opposed to 33% of organizations in the bottom third. Silard Kantor is the founder and CEO of Twomentor, a high impact company that offers managed mentoring services and training. Reach her at (833)5 Mentor or Julie@Twomentor.com.

WILLIAM W. HARWOOD Founding partner, New Level Partners

Welcome new employees into your agency An orientation plan is essential

Good news! You found a talented candidate who will be a terrific fit for your agency. The offer has been accepted and the new hire will show up in two weeks.

traced back to the first day on that job. Here is a sample of what we have been told:

Then, it hits you: You don’t have a desk for the person; and you will be out of the office and your in-house subject-matter expert is swamped. Suddenly, the good news begins to wane and you feel like an awful lot of work is ahead of you to prepare this new candidate for job readiness. However, with smart planning and ongoing communication, it will all get done.

• “They forgot I was coming that day.”

Let’s face it—an immediate positive impression will go miles. Just as you strive to create the right first impression with your clients, the same respect needs to be displayed to your new hires. This article will outline ideas for creating a smooth orientation and transition plan for new employees. Get everyone in your agency involved in creating a welcoming culture to everyone who joins your agency—regardless of position. It’s cause for celebration! Interestingly, interviews with employees who decide to leave a job reveal that their first sense of regret can be

• “I had nowhere to sit.” • “I showed up; no one knew I was starting that day and they left me in the waiting area for 30 minutes.” • “I thought it was just the first day—but they are always like this around here—unorganized.”

Prior to start date This candidate will soon become your new team member and employee. A smooth assimilation will enable you to continue your firm’s productivity and create a positive impact and impression. We always recommend connecting two to three times prior to the individual’s start date. Once the offer is accepted, you want to make sure that the candidate submitted a resignation to his or her current job, and that the employee is committed to the start date you discussed. In many cases, a candidate

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might be asked to leave his or her firm sooner than the two weeks—especially if the candidate is going to a competitor. No need to feel the pressure to move up your start date. It’s wiser to have an orientation plan mapped out first— don’t sacrifice on preparation, no matter how much you need that person. Set up an early coffee meeting or a lunch prior to the start date. Chat about what the first day and first week will look like. Ask your new employee for suggestions. Your new hire might bring along some ideas that you can incorporate as well. Discuss your new employee’s expectations for the first two weeks. This opens the door for your first coaching session with your new employee. To stay on plan, create a checklist. This will help you to find ways to delegate now instead of waiting until you have time tomorrow to do it yourself. Here are some items to include on the checklist: • sign offer letter; • create personnel file; • send out welcome letter along with new hire kit—benefits package, payroll information, noncompete and I-9 form requesting completion by start date; • plan for workstation—rent the furniture temporarily if you have to—but make sure you have a desk with supplies by start date; • order computer/schedule set-up; • create the necessary passwords; • phone system set-up; • orientation booklet—company policies; • business cards; • announcements—to staff, to carriers, etc.; and • pre-arranged lunches with various staff members.

Orientation Tightly map out the first two days filled with meetings and overviews. The first day in particular should be tightly organized with confirmed meetings all around. It’s always essential for the new hire to understand how he or she contributes to the firm. Never underestimate the impact of meetings with principals. One of the worst mistakes you can make is to pair up the new hire with your senior account manager that first day by 8:30 a.m. It will limit that individual’s view of your organization, overwhelm your senior account manager, and limit access to in-house expert advice. Here’s a suggestion for the first day: 8:30-9:15 a.m.: Welcome and meeting with office manager—discuss policies, hours, formal walkthrough of the office areas. 9:30-10:15 a.m.: Meeting with agency president. 10:30-11:30 a.m.: Meeting with assigned trainer or team leader to review upcoming training schedule and expectations. Review of provided materials/ job tools, etc. 11:30 a.m.-12 p.m.: Assigned reading of coverages/products. Lunch: Team member—positive impact. 24

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1:30-2:30 p.m.: Corporate overview of divisions by senior vice president or principal. 3-3:30 p.m.: Meeting with assigned producer. 3:30-4:30 p.m.: Back to trainer or team leader with assignment— pick a core responsibility and map it out with a task. Give the new employee a project for the evening or early morning.

Skills training Does your organization have a skills or competency map? If not, look over the individual’s job description before you create a skills map. The trainer or team leader should make a point of connecting with the new hire prior to start date for the purpose of identifying the skill gaps. This will feed directly into your training plan. You can’t use the same program to address various skill levels. The core elements of a training program should be curtailed if your new hire is proficient in a particular area— just jump to your agency differences. When it comes to technical skills training—whether it means the agency management system or coverage/product—new skill acquisition will require starting with small tasks and building progressively to more challenging tasks. For coverage or product training, make up client scenarios that occur frequently and drill the appropriate responses. Ask the individual to create a coverage matrix of product differences as an assignment. A smart approach is to have each new trainee contribute to the job tools library that can be used by every new staff member, and even the existing team. The duration of training will depend on the starting point to job readiness. When you feel the new employee is

close to ready, role-play for practice. The new employee doesn’t need to have all the answers in order to handle client calls. View an organized training plan as an investment for your agency. By tailoring orientation/start-up programs for new hires, over time you will have a variety to address varying skill levels. This will enable you to cater to a wider talent pool, rather than conducting a narrowscoped search with the unrealistic expectation that this individual will be able to mesh into your agency’s approach the first day.

Goals and feedback Right from the start, everyone should have goals. Short-term goals

of the first 30-60 days are ideal for the new hire. Keep goals focused on job and client readiness—what’s expected and how it will be measured. It’s good for your employee to know that his or her client contacts—in person or via the telephone—will be monitored. The feedback will strengthen the employee’s further development and success. At the 60- and 90-day mark, conduct a formal review process. Yes, we mean document it to file. This is the segue to annual goals. In some tough cases, it’s an indication that there are too many challenges to overcome to make it a successful match. Some agency managers tell us they know quickly if the individual is going to be a success, while others procrastinate by dealing with performance issues until the individual decides to voluntarily leave. We strongly recommend a formal review of goals and performance for every agency. Clear expectations, explicit goals and quarterly feedback are essential. And, feedback means a balance of good and constructive observations and insights to encourage the employee. Harwood is a founding partner of New Level Partners, a career advisory firm located in Princeton, N.J., that consults with agents and brokers on a variety of human resources strategies. Harwood has more than 25 years of experience leading numerous insurance businesses. He can be reached at (973) 868-1903 or via email at bharwood@newlevelpartners.com.

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Without customer trust nothing else matters When the contractor didn’t deliver the proposal as promised, the homeowner called to find out when to expect it. “Sorry about that,” was the reply. “You’ll have it later today or tomorrow.” When it arrived, what passed for a proposal was a “cost estimate” and a hand-drawn layout lacking specifics. It appeared to have been dashed off on the way over. The contractor came recommended, but the homeowner chose another company due to a lack of trust. Hands down, customer experience is today’s No. 1 marketing hot issue—and for good reason. Up to 82% of customers who leave, do so because of a bad experience. While businesses keep trying to plug up the customer experience holes, it’s never enough. There’s a lesson here: It’s over and done if trust isn’t established as early as possible. Without a reservoir of goodwill available to recover from a bad customer experience, customers bail.

SALES

JOHN GRAHAM Principal, GrahamComm

Personalize written content. This goes beyond writing the customer’s name in an email. Imagine having a cup of coffee with someone and keep that picture in your mind as you write. It’s how you say it—with empathy, openness and understanding that makes it personal. Make relevant recommendations. Let customers know you get it by giving them specific ideas and

Even though winning sales is the goal, the first objective is winning customer trust. Credibility matters since the doubt meter is always running with prospects and customers. This is why bulletproofing customer relationships is the No. 1 task. Today’s customers don’t automatically trust brands, businesses or salespeople. It’s earned by actions, experience, and attitudes that develop over time. And, here are ways to establish it: Follow through. When contacting businesses, a lack of follow through may be customers’ greatest fear. Calm their worries by acknowledging how they feel: “I know how important this is to you … I’ll be back to you today around 3 p.m.” or “You have my word … but should you want to contact me, here’s my email address and cell number.” Solve problems fast. “Will-they-or-won’t-they take care of it?” is what customers think when they have a problem. What they’re looking for is a clue as to how a business will respond. Surprise them by letting them know you understand and will take care of it now. Be candid. “Why didn’t you tell me?” These are words salespeople don’t want to hear from a customer. It happens because there’s often a wide gulf between what customers think they want to buy and what’s going to best serve their needs. To assure satisfaction be candid with them to make sure they will be satisfied. Encourage feedback. Companies may say they want to hear from their customers, but they make it difficult—at times nearly impossible—to do so. If you’re serious about getting feedback, make it easy for customers to contact you and then respond promptly. PIATN.COM

Design+ Print (800) 424-4244 design.print@pia.org pia.org/design&print

suggestions that fit them. General offers have a negative effect; they make customers feel you don’t know them. Test ideas and initiatives first. Before making changes that will affect customers, ask them to comment and express their views. Don’t bother if you’re afraid you’ll learn something you don’t want to hear. Taking customers into your confidence avoids mistakes—and creates trust. Respond quickly. When customers contact businesses today, they either don’t expect a response or assume it will take a day or longer. This is no way to build trust. Response rule: Best within 15 minutes. Acknowledge mistakes. Desensitize tense situations by offering an apology, and do it in a way so customers know you care—and not just trying to appease them. Then, resolve it to the customer’s satisfaction. Keep your promises. Many “one star” customer comments—those that inflame customers the most—have to do with broken promises. Solution: Do what you said you would do, when you said you would do it. If you don’t,

be prepared to suffer the customers’ wrath! In their mind, you have disrespected them. Give meaning to the words valued customer. These two words are useless unless they translate into value for customers. Examples: a higher credit limit, loyalty options, a direct phone number, an assigned customer service representative, or some special service. Find out what they expect. Even though trust is the critical component of customer relationships, its meaning can be highly individual. To avoid customer dissatisfaction and disappointment, ask them what they expect from you. Be up front. Bad customer experiences make consumers wary and doubtful. They’ve heard it all before, so they’re ready to do battle when someone says, “We put customers first.” Being transparent in dealing with customers helps boost their trust. Is it worth the effort to build customer trust? It is if you believe that new customers come with builtin skepticism, waiting for the other shoe to fall. This won’t change unless trust is the basis of the customer relationship. Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of Magnet Marketing, and publishes a free monthly eBulletin, No Nonsense Marketing & Sales Ideas. Reach him at jgraham@grahamcomm.com or johnrgraham.com.

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2020 Spring Edition Professional Insurance Agents

Articles inside

Employee orientation plan

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