Perceptive agents never lose sight of what makes their agencies succeed.
Sooner or later, most agency principals will call on a consultant to have their businesses evaluated and appraised. Almost any consultant can analyze their clients' problems and offer solutions. However, it's a different story when it comes to execution : providing clients with a comprehensive implementation schedule with a detailed timeline. Consultants who can deliver this third step are the cream of the crop.
This article focuses on the basics of nurturing the agent-consultant relation to the benefit of both parties.
GOAL-SETTING 101
In my consulting practice, I've never found any two agencies organized, managed, or operated alike. However, I have learned that every agency owner or principal should give the consultant the major objectives that they need to have addressed.
The consultant's job is to ferret out problem areas, develop solutions, and make recommendations that meet the client's (your) objectives. In many cases, principals get so involved in the day-to-day running of their agencies that they focus on “nit-picking” issues, rather than long-term problems. After all, you make sure your car has periodic checkups — and it's worth a lot less than your agency!
WHAT MAKES CONSULTANTS, AND YOU, RUN
Professional consultants have five essential traits that are identical with the attributes of successful agents and agency owners:
- They possess or develop strong personal discipline in business relationships as their personal shield from an often unresponsive, unsympathetic environment.
- They're self-starters and self-motivators each and every day. Although there's a fine line between these two traits, they complement each other. If you're an introvert, consider another line of work.
- They plan well and listen effectively.
- They're able to separate the important from the trivial and develop plans that work.
- They maintain a good daily balance in their professional life. They realize that highs and lows occur with regularity and must be dealt with on a daily basis. This is essential: Even though keeping your daily equilibrium can often prove elusive, it can be done.
Although few individuals possess each of these traits in abundant quantities, you can always improve! If you believe that you're weak in an area or two, ask for advice from other agents, take continuing education courses, and learn on the job.
CONTRACTS: GET IT IN WRITING!
When using a consultant, always insist on a contract that spells out the areas you wish to have addressed. Most agency owners are uncomfortable with contracts and often want to go forward with just a handshake. Contracts are like life preservers: You'll be happy they're there when you need them — and you will need contracts if you expect to receive the guidance you're seeking.
When a consultant delivers what they thought you wanted, but wasn't what you expected, disputes can arise. To avoid this problem, make sure that the contract spells out the understanding between you and your consultant.
PERCEPTION BECOMES REALITY
Business owners are often surprised or perplexed when a prospect or friend says that they don't understand exactly what their firm actually does. Although most agents and consultants have a personal picture of their business, they need to craft this message so that the buying public knows and understands it.
I'd suggest that you spend time and money to get input from some graphic design professionals (not just your friends). Give these people a chance to display their talents. Revamping your logo, Web site, brochures, and agency image might well generate more business, as well as putting a spring in everyone's step.
I've long admired Winston Churchill. We owe him a debt of gratitude because he believed in KBO (“Keep Buggering On!”).
So, KBO — and have a great, healthy, interesting, and successful life!