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Published by Trusted Choice Insurance Agents of Colorado

Colorado Insurance News

Volume 26, Issue 5 • May 2018


03 Inbox relief

Strategies (and benefits) of emptying out your email, and keeping it empty.




Be specific

Food for thought

To protect yourself, sometimes you’ve got to name names.



Restaurants are one of the most underinsured classes of businesses in the industry.

We need to deliver

Personal injury lawyer ads call for push-back


Back to Basics In the games of business and football, getting ahead is all about blocking and tackling. Combine a simple, time-tested strategy, talented team and the commitment to execute the plan, and you’ve got a winning play. By PHIL TREM MarshBerry When it comes to growing your agency, you can devise complex strategies to outsmart competitors, but basic strategies that are well-played deliver results. What happens when we get too fancy? We fumble. We become so focused on a certain “move” that we lose sight of the game going on around us. Our teams get frustrated, morale deflates. A culture that lacks drive will not set any records. So instead, go back to the fundamentals, and rely on a simple strategy, a talented team and a commitment to execute. As with any industry, there are insurance professionals who promote philosophies to boost growth, attract the best producers, make your firm more attractive to private equity — whatever the goal. But at the end of the day, there’s no secret to getting ahead, growing organically or perpetuating your business. It’s all simple strategy, executed by a dedicated team. According to MarshBerry’s experience, if you want to double your agency’s growth in the next five years you have to grow an average of 15 percent. It’s back to the basics. You can’t cheat the numbers. If you want

to score that growth target, you can’t skip “practice.” There’s no trick play that will get you to this number. It’s hard work, time, talent and a will to stay on course with the plan. Talking about growth is easy. Executing is hard. So, let’s take a closer look at the playbook for true growth — the best practices that we have seen topperforming agencies follow. Successful agencies benchmark their businesses to measure performance, plan for perpetuation and vision their future organizational chart. Again, their strategies are simple. The challenge we all face is following through while blocking and tackling issues that arise so we can press forward. State of the Industry: Where Do You Stand? How does an average firm perform? How do standout agencies elevate growth? According to Business Insurance and MarshBerry opinion and experience, the insurance industry includes more than 25,000 businesses that all operate similarly. What separates the top performers from the rest is their ability to execute and their understanding of industry metrics. They reach for those lessons-learned from other agencies so they don’t have to reinvent the wheel.

See GROWTH, page 7

hile there is almost an expectation to see “insurance” appear in advertising of all types (TV, radio, sporting events or billboards), there seems to be less advertising from the top carriers in the insurance world and more from “personal injury attorneys” who specialize in insurance claims. Unfortunately, that frequent and emotional messaging coming from personal injury attorneys has generated the desired results for their indusGail Salazar TCCO Chairman try. Consumers are being told that the first call at the time of an accident should be to an attorney, and they are acting upon that messaging, involving attorneys even before knowing what their insurance company’s stance is on their specific claim. What the messaging does not include, of course, is that whatever policy limits are in place at the time of an accident are the same with or without their representation. Those limits will then be shared with their attorney, rather than being fully available to them for “true injuries.”

See MESSAGE, page 9

inside Get Smart

In-person and online, pre-licensing to professional development, here’s your education slate....................... Page 2

Party planning

An event to remember shouldn’t turn into a claim that you’d rather forget ................................... Page 4


The annual Don Nabity Golf Tournament is coming soon. Be sure to book your spot ............... Page 6

2 May 2018 |

TCCO Education Calendar

Colorado Insurance News


June 6-7: Graduate Ruble Seminar - Denver June 19: William T. Hold Seminar - Denver June 27 CPIA 1 – Position for Success - Denver June 28 CPIA 2 – Implement for Success - Denver June 29 CPIA 3 – Sustain Success - Denver

(ISSN 10891854) Volume 26, Issue 4, April 2018 Copyright 2018 by Trusted Choice Insurance Agents of Colorado, Inc. All rights reserved.

Colorado Insurance News is published electronically each month by the Trusted Choice Insurance Agents of Colorado, 8354 Northfield Boulevard, Suite 2710, Denver, Colorado 80238.


July 10: CISR Commercial Casualty II – Fort Collins July 11-13: CIC Agency Management – Denver July 24: CISR Personal Residential - Denver

To join our distribution list, click here.

The mission of the Trusted Choice

Insurance Agents of Colorado, working in the public’s best interest, is to advance, foster and protect professional insurance agents, satisfy their educational, political and business needs, and provide professional products and services that will create a mutually beneficial environment for our members while maintaining the highest ethical business standards.


August 7 CISR Agency Operations - Denver August 8-10 CIC Life and Health - Denver August 28 CISR Life and Health Essentials - Denver


To advertise in Colorado Insurance

September 19-21: CRM Practice of Risk Management – Denver September 25: CISR Elements of Risk Management – Grand Junction

News, contact TCCO at 303.512.0627. Ad rates per issue: Full-page, $500; halfpage island, veritcal or horizontal, $350; quarter-page, $250; eighth-page, $200. Deadline for ads is the 1st of the month prior to publication. __________________________

Complimentary Trainings by Enterprise June 20 and July 10: Rental Reimbursement

On Demand CE Webcasts

Business Income – Beyond the Basics COPE – Property Underwriting and Effective Loss Control Cyber Insurance – Training for Agents and Brokers Directors and Officers Liability Insurance Double Trouble – COI and Business Auto Endorsements E&O Risk Management – Meeting the Challenge of Change Ethics and Business Ethical Issues – Personal & Organizational Homeowners Insurance Reform Act Liability Issues to Worry About – Indemnity Agreements and Add’l Insureds NFIP Basic Course Personal Lines Claims that Cause Problems Top 5 Life Insurance Uses Top 10 WC Risks Employers Unknowingly Assume

Trusted Choice Insurance Agents of Colorado, Inc. 8354 Northfield Boulevard, Suite 2710, Denver, Colorado 80238 office 303.512.0627 fax 303.512.0575 __________________________

TCCO Officers

Gail Salazar Chairman of the Board Jenny Broomhall Chair-Elect of the Board Charles Hix Past Chairman of the Board Susy Freeman Fischer Vice Chairman of the Board Gary Frisch National Director Steve Pierce Exec Comm Member At-Large _____________________

Property and Casualty Pre-Licensing Changes to the Licensing Exam June 11-12, 2018 September 24-25, 2018 November 29-30, 2018


ePayPolicy is hosting an educational webinar next week Tuesday, May 22 at 2 p.m. CST. ePayPolicy is a payment solution built specifically for insurance professionals, and enables agents and brokers to accept credit card and ACH payments online while passing on all transaction fees. Find out why we choose ePayPolicy as our electronic payment processor of choice. This is an exclusive webinar for our members, so be sure to secure a spot!

TCCO Directors

Doug Grande Mike Adams Chris Eldredge Uwe “Trout” Kirch J.B. Woods _____________________

Your TCCO Team 303.512.0627

What’s New?

What’s Not?

Now a billion dollar company! (Sales passed the mark in 2016.)

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Average annual growth in premium in excess of 25% per year for the past five.

Ongoing product and service enhancements to win renewals and keep a high retention ratio.

Broader appetite for select risks (including Total Insured Property Values as high as $50 million for certain industries and risks).

Our focus on being data-driven and using business intelligence to gain a competitive edge.

A superior combined ratio that (according to A.M. Best) outperforms our peers.

Our commitment to distribution through independent agents!

Higher A.M. Best financial size (i.e., “X”).

Enhanced infrastructure to support growth.




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Insurance Companies

We have agency appointments available. Go to!



Bryan Bernier Chief Executive Officer Cybil Lovas Operations Nicole Hanna Vice President, ASC Jessa Osborne Account Manager Jasmyne Lucero Account Manager Christina Mertens Account Manager Tracy Romond Account Manager Sue Ketchum Accounting Director Erin Joiner Administrative Assistant

May 2018 |

How to manage in-box overload


Think having zero messages in your email inbox is unrealistic? Read on for the strategies and benefits. By DANIEL GILBERT Kite Technology In this age of ultra-fast, high-volume communication, you are undoubtedly using email and probably have a countless number of correspondents who send you emails (including any marketing letters to which you are subscribed, purposely or accidentally). With so much traffic coming into your inbox, you can quickly end up with an enormous number of items in your inbox. This can create serious performance issues in your email client, and can create uncertainty in whether you have addressed all that you need to address in your inbox. For these reasons, it is best to create a filing system within your inbox that keeps you on top of all the messages. Here is my claim (hear me out!): Your inbox should contain zero messages at any given time. Now, this applies more in concept than in practice; it is unrealistic to keep your inbox at zero all the time, but the goal is to always strive for zero. Let’s find out how and why. Strategies To begin creating a file system, you should determine a list of categories under which each of your messages could be sorted. Then, create a folder for each category under your mailbox. You can also create subcategories within your categories and sort messages there if it makes more sense for you. As an example, I will create a filing system for my own inbox. First, I’ve identified that all the emails coming to my inbox are either customer requests, vendor correspondence, or personal messages. Therefore, I will create three folders under my inbox, one for each category. Furthermore, I can identify that any customer request or vendor correspondence can be further sorted into the specific customer or vendor for which the email regards. I will then create a folder for each of my customers under the “Customer Requests” folder, and I will create a folder for each of my vendors under the “Vendor Requests” folder. Personal messages do not need to be sorted any further, so my “Personal Messages” folder will suffice. Now, when I receive a message to my inbox, I can quickly identify which category best applies, process the message as I normally would (reply or take some other action), and then drag and drop it to the folder where it belongs. This creates a succinct workf1ow when processing my emails, and helps to keep my inbox clean. This specific filing system may not work for you - you should find what works best for the way you do work. It is also important to keep in mind that your agency likely requires that a large portion of your emails be stored in your agency management system for documentation and continuity purposes. Work with your agency administrator to learn your agency’s process for storing documents, and make sure that your email filing system and your agency management

system work well together. This will ensure that other agents stay informed of the communication you are having, and help your achieve the clean inbox you want. Benefits The most attractive benefit of keeping your inbox clean is performance improvement, as most email clients have a recommended item and folder limit. If you exceed the recommended limit, your email cli-

See INBOX, page 8



4 May 2018 |

Don’t be a party pooper

It’s about specifics Question: I attended and E&O class a few weeks ago, and they talked about including the first and last name of every person you spoke with in the documentation we enter. Our agency uses “activities” to note every conversation with a customer or underwriter. I typically state something like “called the insured,” or “received a call from the underwriter.” Isn’t that good enough? Crystal, Alabama

they don’t want the coverage under their policy.” The husband could claim he never made that call, as could the wife. You need to testify who you spoke with. You probably don’t remember, and if you did, why doesn’t your note verify that? In a personal lines situation, stating “Mr.” or “Mrs.” would certainly clear things up, or even “Bob” or “Sally” is sufficient rather than their full names. But, what if the customer is single? Answer: Crystal, I Why not use “insured” With Mary LaPorte can relate to what then? Because it is CPCU, CIC, LIC, CPIA you are saying. For a habit you want to many years I used the term “insured” break in order to be more specific in myself to clarify who I spoke with in your documentation. my documentation. However, we For commercial accounts, using have learned the hard way that this the first name is usually sufis often not sufficient, and it is a habit ficient. If there is more we need to break. than one “Bob,” then Imagine you have a personal lines using “Bob B.” or “Bob customer insuring a husband and S.” should suffice. If wife when a dispute arises about a you are not sure, use coverage they did not have. Your their full name. defense is your documentation that See E&O, page 9 states: “The insured called and said

An event to remember shouldn’t turn into a claim you’d rather forget By KEVIN KLESTINSKI SECURA Insurance

See Mary’s new book, “Mission: Excellence” by visiting her website,


DRONE COVERAGE Coverage for designated unmanned aerial vehicles (UAVs) with a maximum gross take-off weight (MGTOW) of 55 pounds will soon be available on the Home Business Insurance policy from RLI. Most UAVs will fall into our light category with a MGTOW of up to 15 pounds. At the $1 million liability limit, we anticipate per light UAV liability charges of $500 for full coverage and $350 where personal and advertising injury is not provided.

WHO IS ELIGIBLE? • Anyone who operates a drone for hire. • Anyone who owns a drone and uses it in one of our 140 eligible business classes. • Anyone who pays a drone operator to provide services (non-owned exposure). The most common eligible commercial uses are for:

COVERAGE HIGHLIGHTS • Owned drones can be included in business personal property coverage on a specified perils basis. This does not cover crashes or lost drones but it does cover theft, fire and other specified physical damage. Rating for business personal property including UAVs is subject to our normal class rating plan. • Bodily injury and property damage coverage can be provided for owned and non-owned drones. • Personal and advertising injury related to drone operations can be provided for classes where personal and advertising injury is not otherwise excluded.

AVAILABILITY Filings have been approved in most states, with implementation dates to be announced beginning in March.

• Real estate photography


• Wedding and family photography

Coverage to ultimately be provided in all 50 states and the District of Columbia.*

• Home inspections • Businesses who provide drone services/unmanned aerial photography to others.

F OR M OR E I N F O R M AT I O N : Jessa Osborne 303.512.0627

*Approval and implementation may be delayed in New York. The application will require the make, model, FAA registration number and MGTOW of each covered UAV and the name and date of birth of each authorized operator. Covered UAVs and authorized operators are each limited to eight per policy. A copy of an FAA Small UAS Certificate of Registration will be required for each owned UAV and a copy of an FAA Airman Certificate or Temporary Airman Certificate will be required for each operator.

Rated A+ by A.M. Best Rated A+ by Standard & Poor’s RLI CORP. COM HBI-MK516 (01/17)

There are so many details in planning any special event, and it’s likely that insurance is not the first thing your clients check off the list. More than likely, agents get a panicked call or email as the event planners dot their i’s and cross their t’s asking, “Does my policy cover our event?” This is a loaded question. Depending on the type of coverage and type of event, the answer may not be black and white. A short- or long-term special event policy might be a better option, and premiums are often very affordable. Why would you want to sell a separate Special Events policy? Here are five reasons to consider separating out specialty coverage for events: 1. It is an easy upsell with a quick turnaround. For existing clients, it’s an added benefit to working with you and your carriers to fit their needs. 2. It keeps event coverage separate from other policy limits. Depending on the policyholder and type of event, your client might not want an event-related claim to affect their other coverage and limits. Clients may also need to provide additional insured coverage for event organizers or other contracted parties. 3. Liquor liability is a big consideration. Many special events bring together liquor and large groups of people — a risky combination. Liquor liability typically protects your client from issues on- and off-site of the event. 4. Special event auto coverage protects your clients beyond their normal business use, such as hired/ non-owned autos for individuals running errands for the event. 5. Exhibition floaters protect equipment used for and during an event which may otherwise not have applicable coverage, such as tables, booths, or even a trailer. Special events are often overlooked as clients make insurance decisions. Add a question about special events to your checklist as you meet with clients to help them avoid costly gaps in coverage. Kevin Klestinski is the vice president of Specialty Lines underwriting with SECURA Insurance, an A (Excellent) rated mutual insurance company by A.M. Best. The carrier serves 12 states, including Colorado, with Commercial, Personal, Farm-Ag, and Specialty coverage options. For more, visit

© SECURA Insurance

LEXIE • Born into an insurance agency; worked at two of them • Loves the Green Bay Packers, music, her toddlers… in reverse order • A decade of insurance experience

Has walked in your shoes Meet Lexie, one of our Commercial experts. Agents call her first because she’s worked at an agency and knows what they want. She’s quick to reply, open-minded, and knows her stuff; just like her colleagues. She may even trash talk football or the latest breakout rock band. High standards you can rely on from real people. Plus, they’re backed by our caring claims group who will get your clients back on their feet.

SECURA Commercial. It’s how you get ahead.

Commercial | Personal | Farm-Ag | Specialty

6 May 2018 |

Why restaurants are often underinsured By ANDREA WELLS Insurance Journal Restaurants are probably one of the most underinsured classes of business in the industry. Competition, inadequate pric­ ing, and owners refusing to buy needed coverages are some of the reasons cited by specialty brokers in this segment. Most restaurant and bar owners purchase property and liability coverage but there are often important coverages they forgo on purchasing that are critical to the viability of their business, said Debbie Bostick, account executive for retail and specialty business at wholesale broker Quirk & Co. based in San Antonio, Texas. One coverage often not purchased is business income coverage, she said. Business income can make or break a restaurant/bar after a disaster. “If they have a fire, and they’re down for three months, the business income will come into play to help

them get started back up again;’ Bostick said. Kyle Stevens, president of Western Security Surplus, a wholesale broker and man­ aging general agency based in Plano, Texas, agrees that

business income is one area restaurants and bars may over­ look. He added that another important coverage owners often don’t buy is spoilage and equipment breakdown. “That’s for cases where something

happens - power goes off, fire or another situ­ ation - that causes the estab­lishment to lose all their stock (food and beverage);’ Stevens said. For establishments that sell alcohol, in particular establishments where more than 40 percent of sales involve alco­hol, liquor liability is crucial but also an area that is underinsured, Stevens said. ‘’A lof of places that sell liquor, especially in certain states such as Texas, don’t feel like they need liquor liability coverage and will only buy it if their landlord and/or lease con­ tractually requires having the coverage;’ Stevens said. Liquor liability is often not secured by smaller establishments unless building/property owners make it mandatory, he added. Another way restaurant and bars could be underinsured is by purchasing the wrong kind of policy to begin with, says Barry Moffett, president and CEO of Specialty Insurance in Brick, N.J. Moffett has been insuring restaurants and bars for more than 30 years. He says today’s highly competitive insurance market is leading this segment to potentially disastrous times. “There is something going on with insuring restaurants/ taverns that is eventually going to cause a lot of disruption in the market;’ Moffett said. “Right now, you have a lot of companies that have come into the market and are writing BOP policies (business owners policies) for restaurants but the rating is totally inadequate;’ Moffett said. “BOP policies are rated on contents or building values, which have absolutely nothing to do with liability exposures.’ According to Moffett, larger restaurants in bigger cities such as New York, are purchasing BOPs for their establishments and end up grossly underinsured. “It could be a 10,000-square­ foot restaurant but they are renting the property and maybe they only have $500,000 in contents, so the liability policy would be rated on that $500,000 but the place could be doing $10 million in receipts;’ he said. “It’s a totally irrelevant and inaccurate rating base.’ Moffett says perhaps the companies offering BOPs don’t understand the true expo­sures of the restaurant and bar industry. “When you insure restaurants anytime one of your clients gets involved in an auto accident after leaving you will be involved in a liquor (liability) suit whether there’s any merit to it or not;’ he said. Even when liquor isn’t an issue, liability exposures are still heavy for this class, he said. “You are always going to get a trip and fall case. And when you write a large restaurant at $6,000 or $7,000 in premium, and you get one or two trip or fall (cases), that’s not going to even cover your investigation expense. “The exposures are just too significant between liquor lia­bility and property. You can’t give away premium,” he said. Andrea Wells is the Editor-In-Chief of Insurance Journal. This article is reprinted with permission of Andrea Wells and Insurance Journal.

May 2018 |


GROWTH , from Page 1 They network with peers to share best practices. They find out what roadblocks keep other firms from growth and they learn the smart way: by not repeating those same mistakes. Understanding the state of the insurance industry and how it impacts your business is very important. With this knowledge, you can pivot quickly and make changes to your organization. Based on the market that is unfolding, you can determine whether to stay the course with your plan — or if you need to call a timeout to regroup. Perpetuation: Independence in the 21st Century If you took a survey of agencies that sold their businesses in the last year and asked them if they always planned to sell, in our opinion, 95% percent of them would have said, “No, of course not. We’ll always remain independent.” For many, the goal to perpetuate is a hollow promise they make to their people. That’s because there’s no actual plan to make perpetuation happen. Not only is execution an issue, there is no perpetuation strategy. “A goal without a plan is just a wish,” says Antoine de Saint-Exupery, the French writer: He’s exactly right Independence in the 21st Century is possible if you have a concrete plan. Also, the old way of perpetuation planning to pass a business on to the next generation of owners has evolved significantly within today’s market. There are new solutions and approaches to help agencies reach their goals. Talent Management: Picture Your Future Agency If your goal is to double the size of your agency within five years, then the next question is: Who will help you achieve that growth? Talent management should be a continuous focus. That means constantly looking for that next resource, that next producer, that next support administrator — not waiting to hire until there’s a hole to fill.

The key is to use your financial forecast to build the future infrastructure of your business. For example, if you’re running a $10 million agency today and want to be $20 million in five years, what does that larger firm look like? What team members will you need, and what will their roles be? What talent do you already have in-house, and what staff will you need to hire? Start asking those questions now and never stop recruiting. Organic Growth: Treat Your People like Shareholders According to MarshBerry’s experience, top-performing firms are focused on selling new business to the tune of 20 percent per year if they hope for 15 percent growth. There’s no way around organically growing your firm if you want to reach a goal like that. Back to the “simple plan” point, there are no shortcuts or secret plays to achieve success. It’s about getting new business and plenty of it — executing on sales goals. At your agency, do producers understand how the business is performing? Just like a publicly traded firm, you should report financial results to your producers and key employees. Treat them like investors. Let them know how you’re doing as a business and what they should expect in the future. There are certain metrics to share that will shine a light on how their performance can impact your firm’s overall success. There are core concepts that must be executed to be a true high-growth organization. Compensation: Building a Motivated Culture There’s no such thing as a plug-and-play compensation program that works for every agency. There isn’t one single compensation structure that is guaranteed to produce more sales and create the best culture. It just doesn’t exist. Compensation must be structured to align with your growth goals, and with your company culture. The program must speak to who you are as an organization.

Compensation programs should help drive your people to execute on goals. They should feel rewarded for their hard work, and challenged to improve their results. Your team should feel like a team. Compensation can be a true motivator — or the ultimate de-motivator. Most people do not respond neutrally to their compensation; they’ve got an opinion. Firms should understand what triggers their staff’s performance, and what their people consider fair and reasonable. Organic growth depends on a team that wants to win. Get Your Game Plan for Growth You’ve got a goal to double your agency’s size, grow by 15 percent — whatever your objectives, it’s time to get real about what best practices will get you to that end goal. Too many agencies talk about organic growth or promise they’ll perpetuate, but with no plan in place, they’re not even in the game. It’s time to get in the game. Network with industry peers who can share their lessons learned, and find out where you stand with benchmarking data. Get tools to help you vision your org chart of the future so you can hire the right people to propel your organization forward. This is not a sales pitch. It’s a reality check. Ask top-performing agencies how they got to the top. There are no secrets. It’s simple strategy and a commitment to execution. Securities offered through MarshBerry Capital, Inc., Member FINRA and SIPC, and an affiliate of Marsh, Berry & Company, Inc. 28601 Chagrin Blvd., Suite 400, Woodmere, Ohio 44122. The office can be reached at 440-392-3230. This article is reprinted with permission from MarchBerry.

8 May 2018 | INBOX, from page 3

Your ASC/TCCO and Big ‘I’ Resources

At Your Fingertips! •

Agency Errors & Omissions: Several markets available; Westport/Swiss Re, Utica, Fireman’s Fund and Brokerage

RLI: Personal Umbrella and Home Business Policies

Pinnacol: Work Comp & Assigned Risk Work Comp

SECURA: Variety of Specialty Lines Products

AmTrust: Work Comp and Commercial Lines

The Hartford: Commercial Lines Products, Including Flood

Safeco: Personal Lines Products

CNA: Commercial Lines Products


Please contact Nicole Hanna for more information. Available to TCCO members. 303.512.0627 |




1VIII\J Insurance Person of the Year

Young Insurance Professional of the Year Company Person of the Year

THE BEST IN THE INDUSTRY Deadline to submit nominations is Friday, July 6, 2018 Awards will be presented at TCCO's Annual Convention September 12-13, 2018, Black Hawk, CO Click here for nomination form

ent may still work, but probably very slowly. This can be maddening. In recent versions of Outlook, for instance, the recommendation is to stay below 100,000 messages per folder. This is a high number, but if you are working out of the same inbox for enough years, and fail to file your messages away properly, you will reach this limit much more rapidly than anticipated. With a filing system in place, your messages are distributed over many folders, resulting in a lower number of items per folder. You will be able to use the same filing system for years and are much less likely to exceed the file limit. If your inbox is currently very full, you will notice an immediate speed improvement when browsing and searching your emails once it has been cleaned up. The other benefit of a solid filing system is that it helps gauge the size of your to-do list. If I have accumulated a list 100,000 items long of all the emails I have received in the past five years, I have no good way of determining how many of those items still require my attention. Sure, you could filter by your unread messages, but perhaps you have read a message in your inbox, but still need to take some action on it. If you are diligent about filing away emails after processing them, you will know what work you have left to do in your inbox simply by the number of items in your in box. At the end of the day, if you have properly filed for the day, your inbox will be at zero, and the following day you will easily be able to see how many messages arrived and what amount of your time and effort will be required to get you back to zero. Considerations You may not nail down all your incoming emails with your initial set of categories and sub-categories, so it will be important to continuously evaluate your filing system and add or subtract as needed. When you get through most of your messages and are left with only those that do not fit any of your categories, you may choose to add new categories, or simply delete the messages if they are truly unimportant. It is also advised that you stay aware of your subscriptions to newsletters. Many newsletters that you end up receiving accidentally make it very simple to end your subscription. This will reduce the traffic in your inbox and eliminate the messages you do not want to receive. Using a quality spam filtering service can also help tremendously in this regard. Now that you are equipped to invent your own inbox filing system, go make it a reality. You will feel less overwhelmed by your messages, your performance will improve, and you will feel like you have a much better handle over your busy inbox. Achieving an empty inbox gives an unrivaled sense of serenity. You may also find that your response time to your correspondents will improve once you are proficient in abiding by the rules you created for your filing system. No matter what email provider you are using, you stand to benefit by applying these same concepts of email filing and inbox management. Reprinted with permission from Daniel Gilbert, Help Desk Team Lead at Kite Technology.

May 2018 | MESSAGE, from Page 1 Not only does this reduce potential claims payout for consumers, but the overall cost of claims associated with attorney representation — for claims that could have otherwise been settled directly — will ultimately be reflected in rates for all consumers. It is agreed that consumers should seek representation if their claims process is not being handled appropriately. However, the pendulum has swung fully to the other end of the spectrum — to seeking representation prior to the insurance company even being notified that there is a claim. So, what to do? Opposing messaging is necessary to remind consumers that their insurance carriers are their allies, not their enemies, and that if, during their claims process, they feel their claim is not being handled appropriately, that is the time to reach out for attorney representation. Fortunately, certain carriers are taking a stance, when appropriate, and focusing intentionality on addressing inflated claims costs due to attorney representation, and to frivolous and exaggerated claim payouts, aslo due to attorney representation. Hopefully, more and more carriers will follow suit. It’s critical for all insurance channels, (direct to consumer, captive and independent) to deliver the accurate messaging around the appropriate time for attorney representation to manage claims costs that ultimately provides protection for consumers. We’ve all heard, “If you’ve been injured in a car accident… we’re available 24/7.” So, too, is the claims department of your insurance company. But more troubling is this message, whether implied or directly stated: “Don’t let your insurance company take advantage of you.” How can the insurance company be taking advantage of the consumer when they aren’t even notified of the claim? Whose message is stronger? Let’s make it ours.

E&O, from Page 4 The same rule should apply when speaking to carrier representatives (underwriting, claim, marketing, etc.). If it is someone you speak with regularly, the last name may not be needed, but when in doubt, use the last name. When speaking with third parties such as lending institutions, auto dealerships or service providers, strive to use full names. If there is an ongoing issue which results in multiple entries in a short time, the full name should only be needed on the first documentation, and the first name should be sufficient on subsequent follow-ups notes. Remember, in the event of E&O litigation, your documentation might be read by many parties: attorneys on both sides, expert witnesses and even members of a jury. Using names helps eliminate confusion as to who was a party in any conversation. Mary LaPorte is a consultant and educator with a strong background in Errors & Omissions loss prevention. Forward your E&O questions to

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