2001 Best Practices Study

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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