2001 Best Practices Study

Analysis of Agencies with Revenues Between $5,000,000 and $10,000,000

L EADERSHIP D EVELOPMENT

“Our industry is starved for young talent. The key to developing future leaders is finding and attracting young people with the aptitude and the interest in leading an insurance brokerage operation.” “Leadership development needs to be treated like other forms of training: it needs to be ongoing and focused on building the skills necessary to be effective.”

Perhaps no other single issue weighs as heavily in the long-term success of these agencies than the ongoing development of agency leadership. Unlike smaller organizations, where one or two strong leaders might suffice, these larger agencies require strong leadership on many different levels. The Best Practices in support of leadership development include: hiring highly motivated and talented employees with similar value structures, establishing mentoring relationships between young and seasoned leaders, actively delegating leadership responsibilities, promoting personal and professional development programs, conducting personality profiling, and establishing merit-based career paths.

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