[Blog] Seven 
Secrets 
of a Super 
Charged Team

Jeff Brown

In the highly competitive and ever-evolving insurance  industry, maintaining high levels of performance and efficiency within an agency is paramount. Success hinges not only on external factors like market conditions and regulatory changes but also significantly on internal dynamics, particularly the motivation of your team—including people like “Sally.”

She was your average representative for a Fortune 500 outbound wholesale financial services desk—not a rock star, but nor was she someone destined to be coached out of the organization. Her monthly review with her manager went something along the lines of, “Sally, help me understand what it will take for you to hit and exceed your daily call volume goal . . . ”

Like many organizations, this firm had an antiquated phone system that could only provide reporting at the end of the month—far too late to help representatives adjust their pace to exceed their goals. Eventually, the company introduced a gamification system that combined data from the phone system and homegrown CRM, bringing previously isolated performance data to life and providing near real-time visibility into how each representative was performing against their goals and in competitions. The results were broadcast on big-screen televisions located throughout the sales floor.

For Sally, having her bosses’ boss have direct access to her performance ranking while walking by the televisions on the way to their corner office was all the motivation she needed to blow past her activity goals. She quickly went from under 50 calls a day to 200-plus calls a day; putting her name in lights was exactly the incentivizing trigger needed to transform Sally from a below-average representative into a top performer.

Now, imagine an agency full of Sallys, where employees are motivated to perform at historical levels. The challenge is that we are all inspired differently based on multiple factors—among them the beautiful uniqueness of our personalities, the context of our personal lives, generational differences and the stage of our career path. Then there is our desire to mentor or coach, or earn a promotion and new title, our retirement goals, our spouse’s income, our wish for freedom and time to spend with friends and family, or to have the flexibility to care for an ailing family member or attend a child’s games and recitals.

Everyone has a different “why,” and it can evolve and change throughout our careers. Though this means there are many variables to consider, knowing how to motivate your team is essential for success—especially when you consider that more than 80% of new business for high-performing agencies is being written by producers, not the agent.

Understanding the importance of motivation and its profound impact on agency performance is key to unlocking sustained growth and excellence. Let’s delve deeper into why motivation matters so much and how it influences the performance of insurance agencies.

Driving factors

Motivation is the intrinsic and extrinsic drivers that spur individuals to take action. In the context of an insurance agency, motivation translates to the commitment and enthusiasm of employees to perform tasks efficiently and strive for continuous improvement. Intrinsic motivation arises from within the individual. It is driven by personal satisfaction, interest in the work itself and the inherent pleasure of completing tasks. In an insurance agency, intrinsic motivation could manifest as an employee’s passion for helping clients secure their futures or the intellectual challenge of solving complex risk assessments.

Intrinsic motivators are enduring and long-lasting. They include:

Accountability: “I’m reliable.”

Mastery: “I’m good at my job.”

Progress: “I’m on my way.”

Contribution: “I am contributing to a cause greater than myself; my team needs me.”

Autonomy: “I’ve earned the right to be self-directed.”

Purpose: “My work matters.”

Extrinsic motivation, on the other hand, originates from external factors such as salaries, commissions, public recognition, promotions and pay raises. For insurance agents, extrinsic motivators include commissions and bonuses for meeting sales targets, public recognition for outstanding performance or career advancement opportunities. The challenge of extrinsic motivators is that if and when they are removed, so too is the motivation.

Given that each team member has a different “why,” a one-size-fits-all approach is insufficient. On the other hand, individualized motivational plans are not feasible, nor are they scalable. But by wrapping performance data in personally relevant context, we can take a broad approach and still cater to the unique motivations of each person.

For example, a rep may not care that they sold 10 policies in a month until they learn that the office average is 12. A rep may not care that their average commission check is $3,000 until they learn that last year it was $3,300. It’s the context that makes them care.

The following questions illustrate the types of personal context that could potentially trigger them to take action:

What are my daily activity goals (and have I accomplished them today)?

How much commission have I earned?

How do I earn more commissions?

What is my personal best for the number of client reviews in a month?

What is our all-time agency record for new life sold in a month?

How are we performing against our 
team goal?

How am I doing compared to my 
goals?

How am I performing compared to 
others?

How does my performance compare 
to last year?

Will my current pace get me to my 
monthly goals?

The answers to each of the above questions represent a potential motivator, but only if the answers are known. If your team can’t immediately answer these questions, they probably aren’t being motivated by the answers.

Commission-based motivational goals need to be SMART (specific, measurable, achievable, relevant and timely) but it is equally important that they are visible and not buried in a spreadsheet saved on a computer. (Our clients that utilize public individual goals average 8% greater performance than those that do not. Those who use public, team-based goals average 18% more.)

Best practice is to create no more than five activity goals per team member, as having too many goals creates unnecessary distraction and confusion. Clear and public goals create accountability and the right to earn autonomy. But oftentimes, managers focus exclusively on production numbers, a lagging indicator, and ignore the critical leading indicator activities that are prerequisites for successful production results. By focusing on leading indicator activities, you can proactively identify potential problems and provide real-time coaching that improves poor activity performance before it manifests itself as poor production.

Managing motivation

Employees want their work to be seen, and management wants to see that work is being done. Performance data plays a crucial role here in providing a continual flow and layer of communication. Contributing to a cause greater than oneself and one’s team is especially important in hybrid and remote work environments, eliminating the “lonely martyr syndrome” of employees feeling isolated and like they are the only ones working—positive energy is contagious and creates momentum. Seeing others take action is often the motivational trigger that creates action.

From employee productivity and engagement to client satisfaction and profitability, the ripple effects of a motivated workforce are far-reaching. Take creating a scalable process of performing client reviews, which is a recognized mechanism for better understanding a client’s entire risk and financial profile. How does an agency motivate their team to actually perform client reviews at scale? Well, perhaps with a team competition or an individual multitiered goal where a wheelspin filled with experiences and cash is awarded for hitting their stretch goal.

Motivated employees are more productive. They are willing to go the extra mile, work efficiently and show a greater level of commitment to their tasks. In an insurance agency, this means more policies sold, fewer errors in documentation and a proactive approach to problem-solving. High productivity directly translates to better agency performance, enabling the organization to achieve its goals more effectively.

Motivational drivers need to be taken into consideration in recruiting and retention especially when it comes to the impending generational shift. Gen Z currently accounts for about 2 billion of the world’s population and is expected to represent 27% of the workforce by 2025. For these potential newcomers, it’s not all about money and commissions. Their intrinsic motivators are crucial and include:

Flexibility and autonomy

Mentorship

Career development

Engaged employees are those who feel a strong emotional connection to their work and the organization. When employees are motivated, they are more likely to be engaged, leading to higher job satisfaction, lower absenteeism and reduced turnover rates. In the insurance industry, where expertise and client relationships are crucial, retaining experienced and motivated staff is essential for sustained success.

Motivated employees also deliver superior customer service. They are more attentive, empathetic and willing to go above and beyond to meet client needs. In an insurance agency, where trust and reliability are key, providing exceptional service can lead to higher client satisfaction, repeat business and positive referrals. This, in turn, boosts the agency’s reputation and competitive edge.

A motivated workforce is more likely to embrace change and drive innovation. In the dynamic insurance landscape, where new products, technologies and regulatory requirements constantly emerge, the ability to adapt and innovate is crucial. Motivated employees are open to learning new skills, experimenting with new approaches and contributing to the agency’s growth and evolution.

Ultimately, motivation has a direct impact on the financial performance of an insurance agency. Higher productivity, better client service and increased innovation all contribute to improved profitability. Motivated employees who are committed to achieving the agency’s goals can drive higher sales, reduce operational costs and enhance overall financial health.

Given the profound impact of motivation on agency performance, it is essential for insurance leaders to implement strategies that foster a motivated workforce. Here are some effective approaches:

1. A Positive Workplace

A positive work environment is fundamental. This includes fostering a culture of respect, recognition and support. Insurance agencies can create a positive atmosphere by promoting open communication, encouraging teamwork and providing opportunities for personal and professional growth.

2. Clear Goals and Expectations

Employees are more motivated when they understand what is expected of them. Insurance agencies should set specific, measurable, achievable, relevant and time-bound (SMART) goals for their employees. Regular feedback and performance reviews can help employees stay on track and feel supported in their efforts to achieve these goals.

3. Competitive Compensation and Benefits

Competitive compensation and benefits are strong extrinsic motivators. Insurance agencies should regularly review and adjust their compensation packages to ensure they are competitive within the industry. In addition to salary, benefits such as health insurance, retirement plans and performance bonuses can significantly boost motivation.

4. Opportunities for Advancement

Employees are motivated when they see a clear path for career progression. You can foster motivation by offering training and development programs, mentorship opportunities and a transparent promotion process. Encouraging employees to pursue professional certifications and advanced degrees can also enhance their motivation and expertise.

5. Recognition and Rewards

“Well-dones”are powerful motivators. Insurance agencies should implement formal and informal recognition programs to acknowledge employees’ achievements and contributions. This could include employee of the month awards, public recognition in meetings and personalized thank-you notes. Rewards such as bonuses, gift cards or extra vacation days can also be effective.

6. Work-Life Balance

Maintaining a healthy work-life balance is crucial for sustained motivation. Consider promoting flexible work arrangements, encourage regular breaks and support employees in managing their workload. Providing resources for stress management and wellness programs can also contribute to a motivated and healthy workforce.

7. A Sense of Purpose

Employees are more motivated when they feel their work has a meaningful impact. Insurance agencies can foster a sense of purpose by emphasizing the importance of their work in protecting clients’ futures and contributing to the community. Sharing success stories and client testimonials can help employees see the positive outcomes of their efforts.

Leading the way

Leadership plays a critical role in motivating employees and driving agency performance. Effective leaders inspire, support and empower their teams to achieve their full potential. Here are some key leadership practices that can enhance motivation:

Leading by Example. Leaders set the tone for the organization. By demonstrating a strong work ethic, commitment to the agency’s mission and a positive attitude, you can inspire employees to follow suit. Leading by example also involves being transparent, ethical and consistent in decision-making.

Communicating Clearly. Clear communication of the agency’s vision and goals is essential for motivation. Leaders should regularly articulate the agency’s long-term objectives and how each employee’s role contributes to achieving them. This helps employees understand the bigger picture and feel connected to the agency’s success.

Support and Resources. Leaders should ensure that employees have the necessary resources, tools and support to perform their jobs effectively. This includes providing access to training, technology and information. Removing obstacles and addressing employees’ concerns promptly can also boost motivation and productivity.

Empowering Your Team. This involves giving staff the autonomy and authority to make decisions and take ownership of their work. Leaders can empower employees by delegating responsibilities, encouraging innovation and involving them in decision-making processes. This fosters a sense of trust and confidence, which can significantly enhance motivation.

Constructive Feedback. Regular, constructive feedback is essential for continuous improvement and motivation. Leaders should provide timely feedback that acknowledges employees’ strengths and offers guidance for areas of development. Constructive feedback helps employees understand how they can improve and achieve their goals.

Celebrating Successes. Taking time to acknowledge “wins,” both big and small, reinforces positive behavior and motivates employees to strive for excellence. Be sure to recognize individual and team achievements, celebrate milestones and express gratitude for employees’ hard work. Celebrations can be formal or informal, but they should always be sincere and meaningful.

High-performing teams and cultures are built on the foundations of motivation and alignment. By understanding and leveraging both intrinsic and extrinsic motivators, organizations can create environments where employees are self-motivated to achieve their best. Aligning these motivations with strategic goals ensures that not only are employees performing at high levels, but they are also contributing to the long-term success of the organization.

The future of work, especially with the influx of Gen Z, will continue to evolve, making it imperative for leaders to adapt and embrace new ways of motivating and aligning their teams.