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Analysis of Agencies with Revenues
Between $2,500,000 and $5,000,000
L
EADERSHIP
D
EVELOPMENT
“How can I expect others to work harder
that I am willing to work? The senior
management of this agency should be
the best producers, the hardest workers
and the best employees.”
“It is difficult to allow someone to fail at
a job. But if they don’t fail, they don’t
learn. Empowerment is giving the people
the opportunity to succeed and to fail.”
“Our clients require commitment. If my
fellow workers believe that I am not
committed to the client or to them, why
should they be committed to the client or
to me?”
Leadership development inside the independent insurance agency
is more of an art than a science. Leading from the top, that is,
setting an example for the rest of the agency, clearly sets the best
agencies apart from others. Such leaders help to develop others in
their firms by delegating responsibility and empowering managers
and supervisors.
Many agencies use regular strategic planning sessions, where
department heads are held accountable to specific goals and have
to report on a regular basis toward the fulfillment of those goals, to
help managers build the confidence, experience and leadership
skills necessary to take the agency forward in the future. In
addition, many firms have been actively engaged in outside courses
in the area of leadership development.
In the end, most of the leading agencies feel that leaders can be
developed but are born with certain qualities – proactive, focused,
resourceful and persistent – that will help them succeed in the
agency world.
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