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... LA) — in addition to being "home boys" — are all highly talented. At the top of their game, they're as good as it gets. They're winners! If you were responsible for creating a dynasty, you'd jump at the chance to draft folks like these. Obviously, the games they play are as different as their expertise, but no one can doubt that they're great athletes. In the right role, with the right team, they'll pay dividends on any investment needed to acquire them. Talent is the want and the need. The secret to success lies in proper recruiting, placement /positioning (matching the talent to the organization's needs), development, motivation, and perpetuation of talent. To apply this sports analogy to the business world, let's talk about ... inspirational leader on the court, he's not the boss. He depends on his teammates for assists in order to maximize his potential to score. On defense, he's an awesome presence in the key; but to win, his teammates must cover most of the court. Jake Delhomme is the organizational man. His organization includes three distinct units — offense, defense, and special teams. On the field, he calls the shots; off the field, his presence, performance, and influence have a significant impact on how the other units perform and the outcome of the game. Before we get too enthusiastic about our talent pool, let's address one obvious assumption: Proper placement. We visualize David on a tee box, Eddie in the saddle, Shaq in the key, and Jake behind ...

... , and the best ones recognize it. Over the years, we've encountered many agencies that have simply not had the determination or the guts to deal with their Keyshawn Johnsons. In the long run, these individuals take a toll on an agency far greater than the value they bring to it. CONCLUSION In light of these similarities, it's not surprising that many Best Practices agencies are staffed with former athletes who thrive on competition. They hate to lose, and despise the notion that "just being in the game" is enough. They love competing against those who aren't as committed to winning as they are. As age has caught up with them, they've been forced to trade in their cleats for a briefcase. But although their "playing field" has changed, the thrill of winning ... gets old. Kevin Stipe is a senior vice president and principal of Reagan Consulting, Inc., an Atlanta-based management consulting firm that developed and produces the "Independent Insurance Agents and Brokers of America Best Practices Study." You can access The Best Practices Study free of charge at Reagan Consulting's Web site www.reaganconsulting.com . Kevin may be reached at (404) 233-5545 or e-mail [email protected] . This article originally appeared in National Underwriter and is reproduced by permission. Login or Register (for FREE) to gain access to thousands of other great articles. Need more reasons to join? Need insurance for you, your business or your family? Get quality appointments - Save yourself a whole lot of time & money when you use our directory of carriers, wholesalers and service providers. Negotiate lucrative ...

... The interview is also an excellent training ground for up-and-coming managers. If the agency is small and only one person can do the interviewing, he or she should go through the three steps suggested here. The first interviewer explores the candidate's past and looks for verifying evidence of competitiveness and a need to lead and win. Ask about early hobbies, memberships, sports. Do not assume that a star athlete is a great competitor. He or she may have been blessed with a natural athletic talent, and motivated by a need to please mom or the coach. Running the 1200-yard dash in less than nine seconds does not sell insurance. In the case of the CSR candidate, look for evidence that membership belonging, and team-playing have always been important. Look for signs of selflessness, giving, ... discussed in terms of the traditional definitions. The agency or brokerage principal expects different kinds of behavior from Type-A people in order to successfully perform different kinds of work. This type must generate leads, meet people, establish personal and professional credibility, and sell. This type must be able to respond to competitive pressure, including working for commission, tolerating rejection, and being able to self-manage in the field. The service-oriented work demands of traditional CSRs require them to be Type-B people-detail-oriented, analytical, patient, persistent, and methodical, able to perform according to specific instructions and to be more interested in pleasing the boss and helping the team than in personal gain or glory. Sales and CSR staff are different personalities, and those differences mean that they should not be recruited in the same way. ...

...have been blessed with a natural athletic talent, and motivated by a need to p...

... new person up to speed on insurance matters. If the agency has a good support staff and is willing to commit to the basic training, it can often be better to hire someone simply for a sales-oriented personalit,y rather than to worry about prior insurance experience. The desire to be part of a winning team and the ability to accept defeat are invaluable traits that can often be found in athletes and coaches. Depending on the agency's definition of the ideal' producer, other people to consider might include former high school teachers, early' retirees from a downsized company who have good business contacts in the community, people who have had successful sales careers in other industries, bank managers, and former stock brokers. Obtain and review resumes and employment applications. In addition to the content of ... This might also be a good opportunity to find out how supportive the family might be for the long hours of work that will be necessary for a new producer to succeed. Before making the final job offer, check references. It's amazing how many people think nothing of fabricating college degrees and embellishing past experience on resumes. If the person has been working in the insurance industry, company underwriters and field reps might be a good source of information on personality traits and technical knowledge. Pay attention to what they don't say as much as what they do volunteer about the candidate. DEVELOPING A PLAN FOR SUCCESS The decision to hire someone as a producer should not be the end of the process, but the beginning. What happens in the first six months of employment will determine whether the venture will ...

...trong, decisive, risk-taking and athletic, and women as sensitive, demure, pro...