Primary Agent - April 2013 - DE Edition

DELAWARE

ALSO INTHISISSUE:________________

6 E&S market tips

Rules for sharing commissions

Overcoming producer challenges

CELEBRATING ONE BILLION IN WRITTEN PREMIUM!

www.acuity.com

facebook.com/acuitywowFor All That Matters

$1,000,000,000

DOUBLE DIGIT GROWTH has pushed ACUITY over the $1 billion revenue mark! In the past 14 years, we’ve quadrupled our written premium and you are responsible for that. Thank you! We have the agents, employees, and strategic plan to allow our growth to keep compounding on the path to becoming a multibillion-dollar insurer.

Enabling enthusiasm

Enthusiastic employees are productive, loyal — and contagious. Learn five waysto rethink typical independent agency processes and structure to improve morale.

Page 10

The art of goal setting

Goal-oriented people are many of the world’s most successful. It’s aboutdetermining a prize and then keeping your eyes on it every step of the way. Here, Scott Addis — an independent agent, consultant and IA&B member —shares how to make the art of goal setting work for you.

Page 16

Overcoming producer challenges

Becoming — and staying — a top new-business producer takes perseverance,knowledge and sales savvy. Maureen Gallagher shares with IA&B her insights onthe top challenges for producers and how agency owners can help theiremployees overcome them.

Page 20

10

16

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ContentsP R I M A R Y A G E N T M A G A Z I N E

Copyright 2013. All rights reserved. No material may be reproduced in whole or in part without written consent of the publisher. The information in this publication is general in nature and is not intended to serve as legal, accounting, financial,insurance, investment advisory or other professional advice as to any reader’s particular situation. Users are encouraged to consult withcompetent legal, financial, insurance, investment advisory and or other professional advisors concerning specific matters before makingany decisions and we disclaim any responsibility for any decisions or actions by readers. Statements of fact and opinion in PrimaryAgent are the responsibility of the authors alone and do not imply an opinion on the part of the officers or the members of the IA&B.Participation in IA&B events, activities and/or publications is available on a non-discriminatory basis and does not reflect IA&Bendorsement of the products and/or services.

Subscriptions: Non-member price: $2.25 per copy or $15 per year.

All communications for publications, including news, features, advertising copy, cuts, etc., must reach the editor by 1st of month two monthsprior to publication. Advertising rates furnished upon request.

Address inquiries to:Primary Agent Editor5050 Ritter RoadMechanicsburg, PA 17055-0763Phone (800) 998-9644 or (717) 795-9100 Fax (717) 795-8347

Periodical postage paid at Mechanicsburg, Pa. and additional entry post office. Ride-along enclosed.

Postmaster: Send address changes to above address.Primary Agent (ISSN 1543-3110), Permit # 638-620, Issue # 2013-4 is published monthly by IA&B Service Group Inc., a subsidiary of IA&B.

2 Chair of the Board’s Message3 Member FAQ4 State News6 Preventing E&O8 Coverage Corner14 Glance at Events

25 IA&B Partners26 HR HeadquartersIBC Advertisers IndexIBC Classified AdsIBC Last & Least

In every issueMission Statement

Primary Agent delivers ideas to help InsuranceAgents & Brokers’ members negotiate their uniqueposition as guardians of trust between insuranceconsumers and companies while facing thechallenges of maintaining a small business. PrimaryAgent also supports IA&B’s mission to preserve andadvocate the American Agency System.

Get social with IA&B

Driving members to distinction.

OfficersNorman F. Basso, CPCU

Chair of the BoardYork, Pa.

G. Greg Gunn, CICVice Chair of the BoardLemoyne, Pa.

Robert B. Hall, CPCU, CLU, ChFC, ARM, ARM-PImmediate Past Chair of the BoardWest Chester, Pa.

MembersJoyce M. Bailey, CIC, CRM, CPIW

Newark, Del.

Henry “Butch” Bradley, Jr.Forest Hill, Md.

Timothy P. BurrisMifflintown, Pa.

N. Lee Dotson, CIC, AAIWilmington, Del.

Michael P. ErtelColumbia, Md.

John L. FrankenfieldTelford, Pa.

John B. HollisterMilford, Pa.

Diana M. Hornung Hanby, ACSRWilmington, Del.

Jocelyn R. Howard-Sinopoli, CIC, CISRButler, Pa.

Robert S. Klinger, LUTCF, CPIA+

Germantown, Md.

Douglas A. Loesel, CPCUErie, Pa.

Michael F. McGroarty Sr.Pittsburgh, Pa.

Craig S. Mader Gambrills, Md.

Ann Gallen Moll, CICReading, Pa.

Joseph R. Pastor, CPCU, AAIOil City, Pa.

April E. Ressler, CICAltoona, Pa.

Scott C. Rogers, CPIA*York, Pa.

David B. Wasson Sr., CICState College, Pa.

Lawrence A. Wilson, CIC, CPIA, CPCU, ARM**New Castle, Del.

* Pa. IIABA National Director** Del. IIABA National Director+ Md. PIA National Director

Board of Directors

[ 2 ]

Norman F. Basso, CPCU

Chair of the Board’sM E S S A G E

Spring cleaning

This time of year lends itself to housekeeping, literally andfiguratively. Padded a safe distance between January and Julyrenewal rushes — and energized with a sunlight-aided serotoninboost — April is the perfect time for self-reflection and self-improvement. And even if our personal New Year’sresolutions are still in the drawer, we all need to make sure weare following through on the 2013 goals we set for our agencies.

This month’s Primary Agent magazine presents some tips. Onpage 10, agency consultant (and former agent) Philip Liebermanoffers five ways to build enthusiasm among employees. ThenIA&B-member Scott Addis, on page 16, shares his personalaccount of goal setting and five steps to actualize your goals.

While we’re on the subject of housekeeping, the 2013-2014 IA&Bmembership year began April 1. If you already renewed, thankyou. And if you have yet to do so, please submit your dues quicklyto prevent a lapse in your benefits. Your association is gearing upfor another productive year of working on your behalf, so don’tmiss out.

Until next month,

Norm Basso

[ 3 ]

ANSWER:This is a frequent inquiry to IA&B. Most — if not all — stateproducer-licensing statutes contain a provision thatprohibits sharing commissions with unlicensed persons.Obviously, in your case, the person appears to be licensed.After all, he’s a producer in good standing. However, alicense is only extended for certain lines of authority, in hiscase Life, Accident and Health.

Since the product being referred is Property & Casualty, theproducer in question would not be considered licensed forpurposes of this provision. In our three states of Delaware,Maryland and Pennsylvania, the law does not allow you tocompensate him through commission-sharing. This is alsotrue if the arrangement is between two producers workingin the same agency. If the commission is going to be sharedindividually (i.e. with the individual producer not carryingthe appropriate line of authority), sharing is prohibited.

However, there are other available options: Referral feesare permissible in our three states provided certain

conditions are met. These conditions are state-specific. Ifyou are considering a referral fee program to drive morebusiness to your agency, make sure you review theseconditions prior to proceeding. Good news! It’s all at yourfingertips at www.iabgroup.com: Go to Agency Operations,then Fees, and then Paying Referral Fees.

DO YOU HAVE A QUESTION? Email it to us at [email protected]. Please use “Primary Agent FAQ” in the subject line of your message. You can also fax your question to 717-795-8347. We lookforward to answering your questions!

Member FAQQUESTION: Can I share commissions with another producer who is licensed in Life,

Accident & Health for referring a piece of P&C business to my agency?

Primary Agent | April 2013

State News

[ 4 ]

CGL and CPchanges in effect;class addressesrevisionsDon't be fooled post April 1. That wasthe effective date of multistate filingssubmitted by the Insurance ServicesOffice (ISO) for the Commercial General Liability (CGL) and theCommercial Property (CP) forms andendorsements. From liquor liability,blanket additional insured, waterexclusion or coverage for roof surfacing,and more, the changes impact manydifferent facets of the policies.

To help members keep up with therevisions, and keep E&O at bay, DAIABdeveloped a course that will allowproducers to understand how thechanges expand or reduce coverage, andultimately how their insureds areimpacted. Several course offeringsremain this spring, including inBaltimore, Md. and Lancaster, Pa.

DAIAB members must start preparing forcarrier implementation. As with any ISOfiling, some carriers will automaticallyadopt the changes, others may delay theadoption, and others still may adoptsome of them and file their ownseparate forms, picking and choosing theitems they wish to retain.

www.iabgroup.com/education

Annual Conventionset for May 29-30Jump start the summer season with alate-May trip to Rehoboth Beach for the56th Annual DAIAB Convention. The two-day event is a gathering of who’swho in the Delaware insurance world.

Networking begins on Wednesday, May 29 with the traditional Kings CreekCountry Club golf tournament or, for theadventurous, a guided kayak tour of thesalt marsh. The day concludes with anopportunity to mix and mingle at thesponsor welcome reception. Day twofeatures the association’s annual awards luncheon, sandwiched betweentop-notch education opportunities.

www.iabgroup.com/DEconvention

CompanyAppreciation Nightin reviewA sincere thank-you goes out to thosewho attended the March 19 CompanyAppreciation Night in Newark. Theannual event allowed DAIAB members tonetwork with company representativesand thank them for their support of theindependent agency system.

DAIAB memberstalk shop in D.C.Independent agents’ voices will beheard on Capitol Hill. Later this monthDAIAB members — along with agentsfrom across the country — willcongregate in Washington, D.C. for theannual IIABA (Big “I”) NationalLegislative Conference.

Participants will meet with theircongressional delegation to discussterrorism risk insurance, health care,insurance regulation and agentlicensing, among other hot-buttonfederal legislative issues.

Look for highlights from theApril 17-18 conference in AgentHeadlines and future issues of PrimaryAgent magazine.

Mapping outDAIAB’s futureDAIAB staff is gearing up for the April25 Member Agent Panel (MAP)meeting in Dover, where memberagents will weigh in on industry issuesand provide feedback on theassociation’s activities and direction.

The MAP meeting also will allowassociation staff to recap recentlylaunched DAIAB programs and servicesand to share legislative and regulatoryupdates. And, during an open forum,attendees may air individual agencystruggles and brainstorm solutions.

As always, participants’ feedback thenwill head to the DAIAB Board ofDirectors. Watch for updates andoutcomes of the April MAP meeting inAgent Headlines and upcoming issuesof Primary Agent.

Walk for Wishes®raises funds, lifts spirits

The DAIAB-supported and TrustedChoice®-sponsored Walk for Wishestook place on Saturday, March 16 inWashington, D.C. Hundreds of walkers— to include many Trusted Choiceagents — participated in the fundraiserto help grant the wishes of childrenwith life-threatening medical conditionsin Delaware, the District of Columbia,Maryland and Northern Virginia.

This event was the latest in a series thatDAIAB will coordinate to benefit Make-A-Wish. As a reminder, independentagencies across Delaware — and thenation — are uniting to support thecharity this year. Members can learnmore about participating andleveraging their involvement in theDAIAB Marketing Center.

www.iabgroup.com/de/marketing

Does your agencyhave a CSRSuperstar?Outstanding customer service reflectsoutstanding agencies. As part of ourmission to "drive members todistinction," DAIAB encouragesmembers to recognize an exceptionalfront-line employee by nominating heror him for the 2013 Outstanding CSR of the Year Award. The award issponsored by the National Alliance forInsurance Education & Research, andDAIAB is accepting nominations andcandidate entries.

The award is open to anyone,regardless of designation, andcandidates may nominate themselves.The only requirement is that thecandidate be an insurance CSR or have primary duties in customerservice. Upon receipt of a nomination,DAIAB will mail the candidate thenecessary materials to complete theentry process.

Nominations should be made as soonas possible to allow the candidatesample time to complete all entrymaterials (including an essay) whichare due May 1. Winners will beannounced this summer.

www.iabgroup.com/awards/out_csr

[ 5 ]

[ 6 ]

CURTIS M. PEARSALLCPCU, ARM, CPIA

Curtis M. Pearsall, CPCU, ARM,

CPIA, president of Pearsall

Associations Inc. and special

consultant to the Utica

National E&O Program,

supplied this article. He blogs

at www.agentseotips.com.

Insurance Agents & Brokers

Service Group Inc. is the

exclusive agent for the Utica

E&O program in Delaware,

Maryland and Pennsylvania.

For questions regarding this

article or your E&O coverage,

contact IA&B at 800-998-9644

or [email protected].


As the market continues toharden, you will probablyfind most of your standardmarkets modifying theirunderwriting guidelines. Thiscould mean that some ofyour standard marketaccounts will be non-renewed and your agencywill need to find them a newhome. This new home couldvery well involve the Excess &Surplus Lines marketplace.

The E&S market has served avital role in our industry formany years. While activity inthe E&S market normally isfairly busy, it increasessignificantly during a hardmarket. As a result, there are a number of issues tokeep in mind.

The applicationWhile wholesalers willtypically accept ACORDapplications for most of theirbusiness, there will be someclasses of business where thecarrier will want its ownapplication completed.Contact your wholesaler inadvance and ask if there is a

specific application needed.This initial contact could play an important role downthe road.

The timelineGive your wholesaler plentyof time with the submission.If the wholesaler hasquestions, respond quicklyand accurately. In manysituations, the wholesalermay have the “pen” for thatmarket, so the submissioncan be turned aroundquickly. In other situations, itmay take upwards of 60days. If you are unsurewhether your other standardmarkets will be interested inthe account, it is best to getthe application into the E&Smarket. This additional timeperiod might be neededbased on the type of account.

Moreover, don’t just send the application and forgetabout it. Follow up with your wholesaler to ensurethe application was receivedand to check whether any additional information is required.

The proposalE&S proposals can be uniqueand contain someforms/endorsements/exclusions for which youmust watch. A GeneralLiability policy in the E&Smarket might look muchdifferent than a GeneralLiability policy in thestandard market. Review theproposal and don’t hesitateto ask for a specimen policyif the forms are unfamiliar toyou. One endorsement tolook for is the ClassificationLimitation Endorsement. This form, commonly foundon GL policies in the E&S market, is a potentialE&O headache.

This endorsement essentiallyrestricts coverage under thatpolicy to only thoseclassifications noted on thepolicy. For example, if youinsure a carpenter, thecoverage would state onlyclaims arising from carpentrywould be covered. If thecarpenter does somedrywalling, there would be

6 TIPS WHEN MOVING STANDARD BUSINESSTO THE E&S MARKET

PreventingE R R O R S A N D O M I S S I O N S

[ 7 ]

no coverage for this exposure unlessthe policy was modified accordingly.Look for this form and, if it is includedon that particular policy, advise yourcustomer in writing of this limitation.Explain that if the customer performsany work outside the statedclassifications, there is no coverageand the agency should be contactedbefore undertaking this additionalwork. Document this discussion inwriting back to your customer.

Lack of authority to bindIn the standard marketplace, agencieswill usually have some type ofbinding authority guidelines. In theE&S market, because your agency istechnically not the agent of record(the wholesaler is), in all likelihood,your agency has no binding authority.To bind a risk, you would need toadvise the wholesaler. Realize,though, that the wholesaler might noteven have the authority and mayneed to contact the carrier. Due tothis situation, do not advise the clientthat coverage is bound until thewholesaler confirms it.

It is crucial that you know the “rules”when dealing with variouswholesalers. In virtually allcircumstances, the wholesaler willmake clear what is needed to bindcoverage. Is premium paymentneeded in advance of the binding?Are the affidavits needed to bindcoverage or do you have some timeto get these completed? This mayvary among wholesalers.

Another “big” issue is that coveragemust be bound on or before theeffective date for coverage to be put into effect. There is no back-dating in the E&S market, so requestbinding in advance of the actualeffective date. This may prompt ahigher level of priority on thehandling of these accounts.

Know the carrierThere are many E&S carriers that do a fantastic job. Unfortunately,many of these carriers will not exactlybe a household name. When youreceive proposals from thewholesaler, look at who the carrier is.It may be a new carrier you havenever heard of or one you have notdealt with previously.

It is recommended that agencymanagement establishes a guidelinedetailing what an acceptable rating is.It is best to factor in how youragency’s E&O policy addresses thisissue to ensure that if the carrierbecame insolvent, the agency would have protection under its E&O.It is easy to check carriers’ ratingsthrough the A.M. Best website(www.ambest.com). With theexception of New Jersey, the StateGuaranty Fund does not provide anyprotection if an E&S carrier isdeclared insolvent.

Do your homework The wholesalers you do business withwill be especially busy during a hardmarket. Work with them and you willfind that they will work with you.Doing your homework and having aprofessional relationship with thesefolks could make a big difference inwhether your application gets to thetop of the pile.

the “A” way — Attitude, Assistance, Adaptability

ATLANTIC SPECIALTY LINES

Independently OwnedReliable & Experienced Underwriters

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CoverageC O R N E R

[ 8 ]

JERRY M. MILTON, CIC

Jerry M. Milton, CIC teaches

and consults on industry

issues. The legal profession

recognizes him as an

expert on insurance

coverages. He is also the

education consultant for

IA&B, working with CISR,

CIC and continuing

education programs.


Royal Capital Developmentowns an eight-storycommercial building inAtlanta, Ga. They purchaseda commercial propertyinsurance policy fromMaryland Casualty Companycovering the building. Thebuilding was damaged dueto construction activity on anadjacent property.

Royal Capital submitted aclaim to Maryland Casualtyseeking both the cost ofrepair of the building anddiminution in value resultingfrom the damage. MarylandCasualty acknowledged thatthe damage to the buildingwas a covered loss and paidRoyal Capital approximately$1.1 million for the estimatedcosts of repair, but declinedto compensate them for theclaim of diminution in value.

Royal Capital then suedMaryland Casualty inGeorgia state court.Maryland Casualty removedthe case to the United StatesDistrict Court. Both parties

then filed motions forsummary judgment on theissue of whether the policy,under Georgia law, allowedrecovery for diminution invalue in addition to the costsof repair. The District Courtgranted Maryland Casualty’smotion for summaryjudgment, and Royal Capital appealed.

The U.S. Court of Appeals forthe Eleventh Circuitdetermined that the solequestion was whether RoyalCapital’s insurance contractwith Maryland Casualtyrequired the insurer to payfor the diminution in valueof the insured building inaddition to the costs ofrepair. Finding no controllingprecedent from Georgiastate courts, the EleventhCircuit certified the questionto the Georgia SupremeCourt for properinterpretation of theinsurance contract.

The Georgia Supreme Courtturned to a 2001 case, State

Farm Mutual Auto Ins. Co. v.Mabry, in which the courtheld that automobileinsurers are required to payfor diminution in value of arepaired vehicle. Based onthe Mabry decision, theGeorgia Supreme Courtruled that claims fordiminution in value arecovered under a propertyinsurance policy.

The key point considered bythe court was to make theinsured whole following aloss, and an award for onlythe repair costs would notfully compensate theinsured. In extending theMabry ruling to apply toproperty policies, the courtstated that the Mabry rule“is not limited by type ofproperty insured, but ratherspeaks generally to themeasure of damages aninsurer is obligated to pay.”

Additionally, the courtrecognized that, underGeorgia law, “the cost ofrepair and diminution in

DIMINUTION IN VALUE:FIRST AUTOS, NOW BUILDINGS

value can be alternative, althoughinterchangeable, measures of damageto real property.” The court furtherstated that whether damages fordiminution in value are recoverableunder the insurance policy dependson the “specific language of thecontract itself and can be resolvedthrough application of the generalrules of contract construction.”

Royal Capital Development, LLC v.Maryland Casualty Company is aGeorgia case and therefore does notaffect us here in Pennsylvania,Maryland and Delaware. At least, notnow. But our insureds, and theirattorneys, can read. Will this decisionspread to other states, including ours?Very likely. Then we’ll have the courtcases, followed by new endorsements.

Y’all take care!

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Our value isOur value is crystal clear .crystal clear .

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AGENCY MANAGEMENT

Enabling enthusiasmFive ways to get your employees excited about their jobs

Enthusiastic employees areproductive, loyal — andcontagious. Learn five waysto rethink typicalindependent agencyprocesses and structure to improve morale.


How can we create an atmosphere of enthusiasm among ouremployees? There are five major areas:

1. Effective communication and smooth operating processes

2. Team building

3. Compensation systems

4. Goal setting

5. Evaluations

1. Effective communication and smooth operating processes

Disciplined processes and good communication are importantfrom the standpoint of efficiency and improving clientrelationships, but there is a secondary result that can be ofsignificant importance in managing your agency.

When you’re paying attention to smoothing out the internalprocesses involved in new business, renewals, billing, claimsand accounting, the entire workflow system improves andclient satisfaction improves along with it. That, in turn, infusesan atmosphere of competence and capability throughout theagency, which has the natural result of creating enthusiasticemployees. People take pride in the work and the workplaceand become enthusiastic about being a part of it.

When communication with clients and underwriters becomesclear, professional and caring, misunderstandings andconflicts are reduced. When internal communicationimproves, tasks get done more efficiently, unnecessaryquarrels are reduced and enthusiasm overtakes discord as thepervasive tone throughout the office.

2. Team buildingTake an honest look at your overall operations and criticallydecide if a team model seems right for your agency. It’s really not unlike departmentalization, but the difference is in the underlying philosophy: command and control versus empowerment.

A command-and-control methodology has severaldisadvantages, not only for the employees, but for the boss aswell. Employees no longer think for themselves; they followrules and regulations with a robot-like approach. Intimidationcan be a debilitating factor when managers react totransgressions with verbal castigation, which is especiallydemeaning when done publicly. In such an environment, eventhough there are varied gradations of such behavior, theopposite of enthusiasm results.

[ 11 ]

When you smooth out

internal processes, the entire

workflow system improves

and client satisfaction

improves along with it.

That, in turn, has the

natural result of creating

enthusiastic employees.

[ 12 ]

AGENCY MANAGEMENT

Although the boss may get apsychic reward from being intotal control, micromanaging canresult in burnout. Juggling manyballs in the air at one time maybe fun at the beginning, but it iswearing and inevitably becomesdistracting and inefficient.

Empowerment, on the otherhand, benefits both employeesand management. Workersreceive satisfaction frombrainstorming ideas within theirteams and seeing those ideas putinto practice. Encouraging staff tothink outside of the box anddevelop solutions to seeminglyintractable problems raisesemployee morale. Managers canoversee the process and guidethe direction of effort, but theyalso will benefit from beingrelieved of micromanaging.

Manage the transition to theteam model. Some employees,especially those who havefunctioned in a command-and-control setting for years, may find it difficult to cope with a less structured environment,with its responsibility andaccountability. The change inmorale will astound you once it develops momentum.

Every team member shouldbecome involved in the processof team building: setting goals,establishing the team’s overallmission statement anddetermining the necessary tasks.It is nothing short of amazinghow buy-in gets created whenthe rules of the game are set bythe players themselves. Yes, thereare some techniques involved in

the initial and ongoing process ofdeveloping teams, but don’t letthat deter you from gettingstarted. There are a lot ofresources available to lean onalong the way.

3. Compensation systemsThis is one of the most parochialand inflexible areas in agencyoperations. We continue to paystaff the way we always havewithout critically looking at howenthusiasm can be dampened byoutmoded protocols. Use theseideas to stimulate changes withinyour agency:

� Commission schedules forproducers should reflectyour philosophy. A typicalschedule is one that pays aproducer 40 percent for newbusiness and 25 percent forrenewal. That’s based on abelief that the producershould make a lesserpercentage for renewalsthan what is paid for newaccounts because much ofthe renewal work is done byinternal staff. There’s acertain logic to that thoughtprocess, but if the agency

puts a high value onretention and encourages its producers to play anactive role in the renewalprocess, then a 35 percentnew and renewal schedulemakes more sense. On theother hand, if the agencyfeels that its lifeblood comesfrom new accountdevelopment and assignsvirtually the entire renewalprocess to an accountmanager or CSR, then a 50percent new and 15 to 20percent renewal schedulemight be a better fit.

� Agents typically establishpay increases for non-producers using apercentage matrix. Amediocre employee mightreceive a 2 percent raisewhile a real star might get 5 or 6 percent. But let’s lookat how that plays out. If twoCSRs are making $40,000annually, the mediocreperformer will get anincrease of $16 per weekbefore taxes, probably $10per week after taxes. Thestar performer will receive a$48 weekly increase, aboutor $32 extra in her weeklypaycheck. So the differencebetween the star performerand the mediocre one is abig $22 per week—hardly aneffective motivational toolfor anyone, and somewhatunfair to boot.

� Nine or 10 years ago, therewas a trend toward variablepay for non-producers. Underthis concept, additional

We continue to pay staffthe way we always have

without critically lookingat how enthusiasm can

be dampened by

outmoded protocols.

incentives related to businessresults and individual and/orteam objectives supplementbase salaries. Nothing istaken away, but futureincreases are mostly variable.Attainment of pre-set goals,whether agencywide,teamwide or individual,provides a more tangible andeffective incentive foremployees, includingsupervisors, and helps de-emphasize the small salarydifferentials between theaverage and the starperformer. It’s a bettermotivational tool and keepspeople focused on whatconstitutes success in their jobs.

4. Goal settingWhether or not you use avariable pay system, setting goals for employees is a must for a well-run agency. Ifindividuals don’t know what isexpected of them, how can wehold them accountable for not

meeting our expectations? Goals can encompass variousoperational areas, but in settingthem up, keep in mind theseimportant aspects:

� They should be aligned withoverall agency goals.

� They must be stated inmeasurable terms; conceptsand generalized goals don’twork. As we’ve said before,you can’t manage what youcan’t measure.

� They have to be attainable,but not too easy to reach. Setting impossiblegoals only serves to dampen enthusiasm, notencourage it.

[ 13 ]


Valley Forge Service Branch: 800.333.3622 | Home Office: Des Moines, IA www.emcins.com© Copyright Employers Mutual Casualty Company 2013 All rights reserved

“ Keeping clients informed keeps them your clients.”

When clients have questions about claims, EMC can put the answers at your fingertips. The minute you report a claim online, you’ll get a claim number to track real-time claim activity. It’s just one of the many reasons policyholders Count on EMC®.

Connie Jarzynka, Omaha Branch Senior Claims Adjuster

Retention Strategy #9ONLINE CLAIMS SERVICE

Setting goals for employees

is a must for a well-run

agency. If individuals

don’t know what is

expected of them, how

can we hold them

accountable for not meeting

our expectations?

AGENCY MANAGEMENT

� Design the goals with theteam, creating buy-in. Theyshould discuss importantingredients for success and create achievementstandards based on those factors.

� The rewards should befrequent, not annual. A“rewards bank” can providea mechanism for quarterlypayouts during the year with a final adjustment at year-end.

5. EvaluationsManagers should take the time tohave informal and periodicprivate conversations with their

employees to discover whatproblems they are having and letthem know about improvementsthey should make. That way, bythe time the annual performanceevaluation is done, thereshouldn’t be any surprises.

Use a standard evaluation formthroughout the agency,distributed to all in advance soeveryone knows the factors thatare important to management. Ateach employee’s annual review,go over the results so any areasof misunderstanding can beexamined and resolved. Somefirms have the employee do theirown assessment on the sameform and then compare them

with their managers’assessments during thediscussion. Either way, theindividual should acknowledgereceipt of his or her evaluation in writing.

If possible, defer anyconversation about pay raises foranother time. When they aredone together, many employeeswill be focused on the amount oftheir increase and won’t hear oractively participate in theperformance discussion. Apossible way to arrange this is tohave the pay discussion at year-end and the evaluationdiscussion on the anniversarydate of the employee’s hiring,

Glance at Events APRIL CALENDAR

Date Topic Location

2 Dynamics of Service Baltimore, Md.

2-4 P&C Licensing Study Course Pittsburgh, Pa.

9 William T. Hold Seminar: Commercial Lines York, Pa.

10-13 CIC Commercial Property Institute Lehigh Valley, Pa.

11 CISR Commercial Casualty 1 Mechanicsburg, Pa.

15-18 Producer Peak Performance Seminar Mechanicsburg, Pa.

16 William T. Hold Seminar: Commercial Lines Altoona, Pa.

E&O Risk Management Seminar Lehigh Valley, Pa.

16-18 P&C Licensing Study Course Philadelphia, Pa.

17 CISR Commercial Property Newark, Del.

17-18 National Legislative Conference Washington, DC

18 William T. Hold: Learning From Losses Philadelphia, Pa.

24 William T. Hold: Learning From Losses Lehigh Valley, Pa.

24-25 James K. Ruble Graduate Seminar Pittsburgh, Pa.

25 William T. Hold: Learning From Losses Lancaster, Pa.

30 Commercial/CGL Changes Seminar Erie, Pa.

thus spreading out the task over the year. This alsogives the employee time to improve his or herperformance before it becomes time to discuss apay increase.

There’s a lot of room to try creative ideas toimprove the morale and enthusiasm of staff. What could be more important that that?

_________________________________________________

Philip Lieberman, CPCU, CLU, penned this article. He ispresident of Lieberman Consulting Services, Caldwell, N.J.Prior to forming his consulting business, Lieberman headedhis own agency for more than 35 years. He can becontacted at [email protected].

This article is reprinted with permission from American Agent & Broker.

[ 15 ]

Valley Forge Service Branch: 800.333.3622 | Home Office: Des Moines, IA www.emcins.com© Copyright Employers Mutual Casualty Company 2013 All rights reserved

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PERSONAL ENRICHMENT

The art of goal setting

Goal-oriented people aremany of the world’s mostsuccessful. It’s aboutdetermining a prize andthen keeping your eyeson it every step of the way. Here, Scott Addis— an independent agent,consultant and IA&Bmember — shares how tomake the art of goalsetting work for you.


Your ability to create visions and set goals is essentialto your personal and professional lives. Visions allow you to see yourself at some point in the future,while goals offer a road map to reach these visions.

There is nothing more rewarding than having visions, settinggoals to reach these visions and focusing in as the visionsbecome reality.

Goal setting is a powerful process of becoming clear aboutyour ideal future, designing an action plan to get you there,launching into action and persisting until you reach yourdestination. The key to goal setting is your ability to turn thisvision into reality.

The art of goal setting is understood and appreciated by topathletes, entertainers and successful people in all walks of life.A person who learns how to set goals lives each day with asense of clarity, confidence, purpose and passion.

I was first introduced to the art of goal setting in the early1980s while maturing as an account manager at Johnson &Higgins in Philadelphia. Rather than seeing goal setting as achore, I learned that the process of goal setting wasstimulating, energizing and rewarding. Goal setting made a lot of sense to me. Without goals, I would have no sense of direction.

The art of goal setting continues to enable me to:

1. Decide what is important in my life.

2. Determine what I want to achieve.

3. Separate what is important from what is irrelevant.

4. Be motivated.

5. Facilitate my ability to benchmark progress.

6. Gain self confidence as my goals become reality.

Think of goal setting as your navigation system. Goal settingallows you to identify what is important in your life and turnyour thoughts and ideas into specific, actionable andmeasurable goals. Importantly, your goals will protect youfrom becoming distracted by other people’s agendas andexpectations. In designing your goal setting navigation system and charting your own course, you will have controlover your destination.

Research on goal setting and peak performance substantiatesthat most successful people are goal oriented. They havelearned how to turn their vision into action. They have aknack of bringing the future into the present so they can takeaction now.

[ 17 ]

Y

[ 18 ]

PERSONAL ENRICHMENT

Greg Norman, the legendarygolfer stated, “Setting goals foryour game is an art. The trick issetting them at the right level,neither too low or too high. A good goal should be loftyenough to inspire hard work yetrealistic enough to provide solidhope of attainment.”

A common acronym for settinggoals is SMART. The S stands forspecific. M is for measurable. Astands for achievable. R is forrealistic. T stands for time bound.Think of a goal as a dream with atimeline. Every goal needs atarget date for completion.

If you do design SMART goals,do not lose sight of your big-picture goals — your futurevision. SMART goals can helpyou climb the ladder of successstep-by step, only to find that it may be leaning on the wrong wall.

Five steps to goal settingI would like to offer the following5-step strategy for effective goal setting.

Step 1 – List your goals A to Z.The art of goal setting beginswith writing your personal andprofessional goals from A to Z.Don’t hold back. Write downwhatever comes to your mind.Go nuts and take pride in thelength and diversity of your list.This exercise will give you energyand motivation. It is also fun.

Some of your goals will be shortterm while other will befuturistic. Don’t worry about that.Just focus on writing down goals

that are important to you. Youmay wish to ask yourself thefollowing questions:

1. What is my purpose andmission in life?

2. How do I want to focus mytime and energy?

3. What are my developmentalneeds at this point in my life?

4. What does my ideal lifestylelook like?

Your goals will cover a widerange of categories includingfamily, career, education,financial, physical, spiritual,community service, etc. The A toZ exercise will allow you toestablish a big picture of what isimportant to you and what youwant to do with your life. Manyof your A to Z goals will belifetime goals.

Step 2 – Prioritizing your goals.After you have gone through theA to Z exercise, begin listing yourgoals on a scale of one to 10,with 10 being most significant toyou at this point in time, and onemeaning it is not a priority rightnow. Here are a few questions

that should help you prioritizeyour goals:

1. Which goal(s) will give methe most energy?

2. Which goal(s) am I mostcommitted to?

3. What goal(s) offers the mostvalue to me?

4. What goals are fully withinmy control?

5. In five years, how importantwill this goal be to me?

The process of prioritizing yourgoals will allow you to breakdown your A to Z list into smallertargets. You should gain greaterclarity through this exercise.

Step 3 – Setting your executionstrategy and achievementtimeframe. By prioritizing yourgoals, you have set the stage foran execution strategy throughwhich you are able to define thefollowing plans:

� Lifetime plan

� Five-year plan

� One-year plan

� 90-day plan

� Weekly plan

Your lifetime and five-year plansrepresent your vision of thefuture — essential points of yourlong-term destination. These big-picture plans are vital.However, it will be your ability toexecute the weekly, 90-day andone-year goals which will launchyou to your ideal future.

Your goals will

protect you from

becoming distracted by

other people’s agendasand expectations.

Your one-year goals should bepower packed, the kind thatrequire you to stretch yourcapabilities, increase yourresources and make meaningfulimprovements to your personaland business lives. Your one-yearplan should include meaningful,relevant, motivational andrealistic steps to your long-termvision. The 90-day plan supportsthe one-year goals — anessential means to benchmarkyour progress, reevaluate yourpriorities and make sure that you are focused on what mattersmost. It is difficult to reach your one-year goals without 90-day plans.

As I look at my career, theweekly plan is an essential key to my success. I have made it ahabit to come to work each week with a plan to accomplishspecific objectives that supportmy 90-day and one-year plans as well as my big-picture, future vision.

Step 4 – Visualizing your goals.Mental imagery is essential togoal setting. Your ability to seeyourself at the point of goalactualization is a key componentto successful goal setting. Goalsetting breaks down unless you have great clarity about your vision.

Step 5 – Actualizing your goals.When you achieve a goal, taketime to enjoy the satisfaction ofwhat you have accomplished.Celebrate the moment and

absorb the implication of the goalas it relates to your future self. Ifyour goal is a significant one,reward yourself appropriately.

On occasion, you will notaccomplish a specific goal. Youmust not lose confidence or getfrustrated. The failure toactualize a specific goal is notimportant as long as you learneda lesson from the process andgave it your best effort.

Walter Cronkite once said, “Ican’t imagine a person becominga success who doesn’t give thisgame of life everything he’s got.”

The art of goal setting may beone of your most important lifeskills. The process will igniteyour passion for the future. Good luck and have fun!

_________________________________

The author, Scott Addis, is presidentand CEO of The Addis Group andAddis Intellectual Capital, LLC (AIC).AIC is a coaching and consultingcompany with the purpose oftransforming the process thatinsurance agents, brokers andcarriers use when working with theirclients. Scott is recognized as anindustry leader having been namedInc Magazine’s “Entrepreneur of theYear” as well as one of the 25 MostInnovative Agents in America. He can be reached [email protected] or 610-945-1019.

[ 19 ]


I have made it a habitto come to work each

week with a plan to

accomplish specific

objectives that supportmy 90-day and one-year

plans as well as my

big-picture, future vision.

SALES

Identifying and overcomingproducer challengesInsight from a veteran producer

Becoming — and staying —a top new-businessproducer takesperseverance, knowledgeand sales savvy. On thefollowing pages MaureenGallagher, a veteranproducer and mentor,shares her insights on thetop challenges forproducers and how agencyowners can help theiremployees overcome them.


Maureen Gallagher, CIC, CWCP, CRM, is anaccomplished insurance agent with 40 yearsexperience in the industry. She is a regionaldirector with a large insurance, risk management

and consulting firm and previously served as CEO of Acordiaof Michigan (Wells Fargo). She spent a decade as head of herown agency and is founder and director of the educationcompany, Insurance Partners Academy.

Gallagher entertained IA&B’s questions on the currentchallenged faced by new producers, veteran producers andagency owners. Excerpts of her sage advice follow.

IA&B: What do you find are the top challenges for newproducers in today’s market?

Gallagher: Gaining the necessary experience, knowledgeand skills. Knowledge is easier to obtain than experience. A producer can find courses to learn coverage and skills.Unfortunately, no one can “teach” experience. This is a newproducer’s greatest challenge. Everything is new and theyhave no reference for what may have worked in the past.They are learning a whole new insurance language and have

no real-life examples and stories to demonstrate coverageconcerns and solutions. Experience comes with time, trials,errors and successes. It is just that simple…. For [most] newproducers, the reality is both the producer and the agencyneed patience….

Then there are prospecting skills — a key component tosuccess in an insurance sales role. New producers typically donot have an established network; therefore they mustprospect. This includes phone cold-calling and networking.Producers must fine-tune the phone skills needed to get anappointment or advance the relationship with the prospects.Effective cold-calling requires knowing how to navigate to thedecision maker within the company and deliver a powerfuland concise message that resonates with the buyer and opensthe conversation….

[ 21 ]

Benefit from

Gallagher’s

knowledge

Maureen Gallagher boasts

40 years of experience in the

industry and maintains a vibrant

book of business. She will share

her tried and true strategies for

success at the intensive, four-day

Producer Peak Performance

seminar, to be held at IA&B

headquarters on April 15-18.

Participants will learn how to

manage prospects’ and clients’

expectations, increase sales and

closing ratios, garner support and

resources, improve technical skills

and enhance their credibility.

Producers (new and veteran),

agency owners and sales managers

can all benefit.

www.iabgroup.com/performance

M

For [most] new producers, the reality is both the

producer and the agency need patience."

[ 22 ]

SALES

Independent agenciestraditionally have not providedthe leadership and training forproducers to be successful cold-callers…. The agency needs to provide reinforcementto producers that consistentactions that develop goodprospecting habits will producepositive results.

IA&B: How about challengesfor veteran producers?

Gallagher: There are several.One is balancing servicingexisting clients with prospectingfor new clients. All agencieswant producers consistentlybringing in new accounts, butmany agencies do not invest inthe proper support staff to allowveteran producers to continue towrite new business…. If acapable service staff is not thereto back up the producer, theproducer gets bogged down inkeeping current clients happy,and new business suffers.

Another is overestimating theirrelationship with the client. Over time, veteran producersestablish strong relationshipswith clients and can be lured intoa false sense of security. Theyoften make the mistake ofthinking the client remembers

everything they have done forthem. A client has to be “earned”each renewal….

An additional challenge isbattling complacency andburnout. Insurance sales andservice is a tough job. When aproducer has a substantial bookof business and is making a niceincome, the producer is often

content to service their existingbook, perhaps write an accounthere or there from referral, losean account here and there andnever grow their book.

Veteran producers can alsobecome complacent aboutlearning new products,approaches and value-addedservices many agencies areproviding. Not staying up oncurrent changes in the industryor doing things the “old fashionway” can leave an opportunityopen for a more focused,

organized and ambitiousproducer to take their business.

IA&B: What advice would yougive agency owners who arestruggling to find and retain topproducer talent?

Gallagher: First and foremost,make sure they are committed —financially and from a staffingsupport perspective — to thetwo-year time table it takes to geta new producer established.

They should also test allprospective producers, new orveteran, to assure they have theinnate qualities every successfulproducer needs: a sense ofurgency, ability to read people(empathy), ego strength (ability towithstand rejection) andpersuasion skills. Work ethic,attention to details and otherfactors play a role as well, butsome things just cannot betaught, and the producer’ssuccess often is dependent onhaving certain innate qualities.

It’s also important to establishmentoring and training programsfor veterans and newbies … andestablish clear-cut expectationsand objectives with frequentreviews…. And if the agency does not have a sales manager —as most don’t — considerengaging an outside salesconsultant or program that theagency follows.

Doing things the 'old

fashion way' can leave

an opportunity open

for a more focused, organized

and ambitious producerto take [a veteran

producer's] business.

��

Read more and register at iabgroup.com/performance

��

��Led by an accomplished independent agent with real-world experience as a top producer, this extended program is a new, unique and affordable opportunity to give producers the skills and knowledgeto shift sales into high gear.

Platinum Profile

Insurance Agents &

Brokers proudly recognizes

Millville Mutual Insurance

Company as one of its

Platinum Partners.

IA&B Platinum Partners

dedicate the highest

level of sponsorship to

our organization.

FEATURED PARTNERMillville Mutual Insurance Company

COMPANY PRESIDENTM. Paige Raski

President

COMPANY LOCATION215 State Street, Millville, PA

800-262-8495

A.M. BEST RATING “A” (Excellent)

WEBSITEwww.millvillemutual.com

Millville Mutual InsuranceCompany provides protectionand peace of mind from fire,

natural disasters and other unforeseencircumstances that can change one’spersonal or business life. As one of thefour oldest operating businesses inColumbia County, Millville MutualInsurance Company has beensuccessfully operating since 1875.

Millville Mutual currently serves over61,000 policyholders throughout thestate of Pennsylvania and is dedicatedto building strong ties to both the ruraland suburban portions of the state. Theinsight and knowledge of the areas inwhich they do business affords themthe ability to tailor their products andservices to fit the specific needs of eachindividual policyholder. With more than175 independent agencies across thestate, customers can receive thepersonalized service and individualizedproducts they deserve.

With $62 million of assets, $26 millionin premium and $38 million in surplus,Millville Mutual is proud to announcethat, due to financial strength andefficient operations, it has retained an“A” (Excellent) rating by AM Best

Company, which is a rating it hasmaintained since 1973.

While last year focused on the finalstages of implementing a new Web-based policy management system, thecompany expanded its services intoNew York, officially launching MillvilleInsurance Company of New York.

Since the first policy was written inMay 2012 the New York Company hasgrown to include 70 policyholders andover $28,000 in written premium.Millville Insurance Company of NewYork is currently offering Homeowners,Mobile Homeowners, Dwelling Fire,Landlord Protection Package, Floodand Inland Marine lines of business.

2013 will focus on an increasedpresence in New York through thegrowth of it’s agency force, as well asthe implementation of various farmand commercial products.

Through the continued dedication andsupport of our employees, customersand agency force Millville MutualInsurance Company and MillvilleInsurance Company of New York havebeen able to call 2012 a success.

Millville Mutual company headquarters located in Millville, Pennsylvania

Millville Insurance Company now offers service in New York

WHAT IS IA&BPARTNERS?The IA&B Partners

program gives company

and allied businesses

the opportunity to

demonstrate their

commitment of support

to independent agents

and receive maximum

market exposure. As an

IA&B Partner, you will

also realize the benefits

of IA&B membership to

help you succeed in

the insurance industry.

DO YOU SEEYOUR NAME?To become an IA&B Partner,

choose the sponsorship

package that matches your

commitment of support.

Contact the Member Sales

Center at 800-998-9644,

717-795-9100 or visit us

online at www.iabgroup.com

to get started.

Listed below are those companies that strongly support the independent agencysystem and Insurance Agents & Brokers.

Thank you for your continued sponsorship.

PLATINUM LEVELACUITYBerkley Mid-Atlantic GroupDonegal Insurance GroupErie Insurance GroupHarleysville InsuranceHM Insurance GroupInsurance Agents & BrokersService Group Inc

Liberty Mutual Insurance

MMG Insurance CompanyMillers Mutual GroupMillville Mutual Insurance CoMutual Benefit GroupPenn National InsuranceSelective Swiss ReThe Main Street America GroupUtica National Insurance Group

GOLD LEVELProgressive Westfield Insurance

SILVER LEVELAccess Insurance Company Allied InsuranceAmerican Mining Insurance CoCumberland Insurance GroupFrederick Mutual Insurance CoJuniata Mutual Insurance CoPSBA Insurance TrustThe Philadelphia Contributionship

BRONZE LEVELAegis Security Insurance Co

Agency Insurance Company

AmWINS Program Underwriters Inc

Auto-Owners Insurance Company

Briar Creek Mutual Insurance Company

Builders Insurance Group

Chubb Group of Insurance Companies

Countryway Insurance Company

Encompass Insurance

First General Services

Foremost Insurance Group

Goodville Mutual Casualty Company

Guard Insurance Group

Harford Mutual Insurance Co

Hanover Fire & Casualty Insurance Company

Insurance Alliance of Central PA Inc

Insurance House

Insurance Placement Facility of PA

Keystone Insurers Group Inc

Lebanon Valley Insurance Company

Mercer Insurance Group

Merchants Insurance Group

Mercury Casualty

Penn PRIME Municipal Insurance

Reamstown Mutual Insurance Company

Rockwood Casualty Insurance

State Auto Mutual Insurance Company

TAPCO Underwriters Inc

The Brethren Mutual Insurance Company

The Motorists Insurance Group

The Mutual Service Office Inc

Travelers

Tuscarora Wayne Insurance Company

Zenith Insurance

Primary Agent April 2013

H.R.H E A D Q U A R T E R S

[ 26 ]

JEFFREY W GERHARTCEBS, MBA

Jeffrey W. Gerhart, CEBS, MBA,

provided this article on behalf of

Mosteller & Associates, IA&B’s

contracted human resources

consulting firm.

IA&B members have access to

HR Solution©, a compilation of

products and services to help

them establish or improve their

human resources program.

Included are base-level

consultation services and

discounted professional services

from Mosteller & Associates.

Learn more at

www.iabgroup.com/hr.

When we hear the term“employee wellness,” we tendto think about health plans.Employee wellness isn’talways about health clubmemberships, smokingcessation, health insurancepremium reductions, orproviding them metrics ofblood pressure, weight loss orbody fat analysis. Whileagency owners may not beable to instill healthy physicaland behavioral habits inemployees, they can influenceand control the workenvironment. By reducingstress in the work place,

owners can move towardemployee wellness that haslong-term benefits. Thefollowing suggestions mayprovoke some thoughts thatare within your influence.

Do you have a policy of notobacco use at theworkplace? Even if you havean employee who is a chronictobacco user, most cansurvive a seven- or eight-hourworkday without a puff. Itgives him or her a break fromthe ill effects of tobacco, andtheir anxiety may reduceduring the day. (As a formersmoker, I can attest to that.)

Do you have a policy of nocell phone use while drivingon business? When cellphones became prevalent inthe early 1990s, I was run offthe road by a high-end luxurycar that held … my CEO onhis cell phone! Studies of cellphone use while drivingequated this “skill” to havingtwo or three alcoholic drinksand then driving. Imagineyour liability when theaccident happens. Somemunicipalities have alreadyenacted legislation to restrictcell phone use while driving.

EMPLOYEE WELLNESS: WHAT ARE YOU DOINGTO HELP EMPLOYEES?


Do you ensure clerical workersgive themselves periodic breaksand utilize stretching exercises?Employees who are at work stationsthe majority of the day can sufferfrom upper or lower back strain and eye fatigue. Even if their workstations are ergonomic, periodicbreaks, quick, simple exercises andbrief rest can relieve the stress andimprove productivity.

Do you ask employees to producea doctor’s excuse when absent?What’s the point of asking for anexcuse from your good employeeswho are simply absent for a day ortwo when ill? Good employees willstress over not getting a physicianvisit in time to return to work; yourmarginal performer may not care at all. Are you managing the marginalperformer at the expense of the good ones?

Do you require your non-exempt(hourly) employees to reportworking off the clock? Mostemployees fear repercussions,especially when they believe theyhave no choice to work. Do you, asan agency owner, understand themessage to employees saying youcan’t afford overtime results inemployees not reporting it? This cancreate a violation of federal or statewage and hour regulations. It’s betterto say that the non-exempt employeewill be compensated for any timeworked off the clock, though it maybe subject to discipline. As long as thework is appropriate and reportedpromptly to the boss, it should bereported by the employee withoutfear of reprisal.

Do you encourage employees tovolunteer for social causes?Encourage employees to volunteerservice to community organizations. Itdeepens ties and commitment. To the

extent that you can, try to grant themthe time off needed to serve if yourwork schedule allows it. It enhancesyour employees’ position in thecommunity which reflects on you andimproves their own self-esteem.

Have you recently clarified youremployment policies and practices?Employees need to know what theboundaries of working in your agencyare. It reduces confusion and clarifiestheir expectations. If you don’t have acurrent handbook or policy manual, itmay be helpful to access the samplehandbook in HR Solution (see box).

Do you provide sufficient securityto your employees? Are youprepared to handle an employeedomestic issue that may spill overinto the workplace? Is your parkingarea sufficiently lit at night? Is youroffice designed to impede threateningbehavior from clients or other foottraffic? Do you have a good workingrelationship with your local policedepartment or private securityagency? Encouraging open lines of communication with employeesand vendors can minimize workplace dangers.

The bottom lineEmployees appreciate your concernabout them, especially when they feelyou’ve addressed their needs orprovided a sense of security. Theymay not articulate their appreciationin specific ways, but you’ll see theresults in improved productivity andattitude that can only help youragency achieve better results.Employee wellness is not the soleprovince of employees, but it can beencouraged by owners’ awarenessand direction.

[ 27 ]

How to access thesample handbook

HR Solution includes a core, legallycompliant associate handbooktemplate containing important policies,practices and procedures, which can be tailored for an individualagency’s use.

www.iabgroup.com/HR

Coastal AgentsAlliance, LLC

Coastal Homeowners

Insurance

Sharon KarlssonPhone: 201-407-7151

[email protected]

ISO HO3/HO6Immediate Quotes15% commission

Primary & Secondary Homes are eligibleAM Best “A” Rated

For an appointment, contact:

Marketing Center tip! Wondering about the right thing towrite? Look no further than IA&B’sconsumer education pieces. Vettedby insurance and legal experts andreviewed by independent agents, thecontent is available as raw text forcopying and pasting into a newsletteror email blast. Read more in theMarketing Center.

IA&B Marketing CenterConsumercommunicationservicesShow your value

Differentiate yourself from direct writers by showcasingyour customer service and expertise. Sending a newsletteror email blast creates an additional touchpoint withcustomers that allow you to educate them on coverageissues, mitigate their risks and introduce new markets.

IA&B makes it easy and cost effective to communicatewith customers. The association’s partnerships withStrategic Agencies newsletter service and GetResponseemail blast service give you discounted access to print andelectronic communication services.

Benefits:25 percent discount

Fast and easy set up

Customizable templates

Simple mailing-list management

Real-time reporting

Visit the Marketing Center:www.iabgroup.com/de/marketing

[ 28 ]

ACUITY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .IFC

Atlantic Specialty Lines Inc . . . . . . . . . . . . . . . . .7

Coastal Agents Alliance . . . . . . . . . . . . . . . . . . .27

EMC Insurance Companies . . . . . . . . . . . . .13, 15

Guard Insurance Group . . . . . . . . . . . . . . . . . .15

IA&B Partners Program . . . . . . . . . . . . . . . . . . .25

IA&B Producer Peak Performance . . . . . . . . . .23

Interstate Insurance Mngmnt. . . . . . . . . . . . .OBC

Mutual Benefit Group . . . . . . . . . . . . . . . . . . . . .9

Preferred Property Program . . . . . . . . . . . . . . . .9

Ad Index

ClassifiedA D V E R T I S E M E N T S

SOUTHEAST PA PRODUCERS & AGENCIES

Professional agency since 1926 locatedin Feasterville, Bucks County, Pa. Call for confidential information and a review of our services. Contact Ray Reinard at 215-375-8600, Ext. 119.

If you would like to place a

Classified Advertisement, simply

fax your ad on company letterhead to

717-795-8347, and we will take

care of the rest.

It pays to pay a claim. Especially for Veterinary Pet InsuranceCompany. For the fifth year running, the pet health insurer hascapitalized on its less fortunate (yet fully recovered!)claimants, centering a PR campaign on their odd calamities.

The annual Hambone Award pits VPI policyholders against one another, encouraging the public to vote for which animalresulted in the year’s most unusual claim. The 2012 winner? A pooch named Peanut who was found buried alive hoursafter a tussle with a skunk. He was treated for hypothermiaand, within a week and a half, made a full recovery.

The real winner? VPI for scoring media attention as the goodguys who pay claims when it counts.

Source: www.vpihamboneaward.com

----------------------------------------------------------------———————-------The Last & Least column is dedicated to the industry’s oddities —from creative claims and kooky coverages, to (tasteful) jokes andstrange stories. Submit yours to [email protected], subject line:Last & Least. The editor will happily protect sources’ anonymityupon request.

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Documents

Primary Agent - April 2013 - DE Edition