Get to the Root of Problems With an Agency Brainstorming Workshop

Consider the question, “How are we doing?” The typical responses are, “fine,” “okay,” “good”; in other words, surface answers. Digging out substantive answers about organizational behavior requires time and positive group dynamics.

We recently had a “blow your hair back” experience when a regional insurance agency brought us in to develop and facilitate an agency meeting. The goal was to determine how their employees viewed the company and establish a fresh to-do list to improve productivity and profitability.

The process began with a workshop wherein each employee answered in writing their view of “What are the things we do well at our agency?” When all the pens were down, each person read what they had written. The employees took to the task with high energy; some filled their page, while a few even turned the page over to extend their answers.

We captured the information and completely filled two flip chart sheets that were taped to the wall.

The employees were pumped and enthusiastic. After a short break, a new handout was distributed with the question “What are the things we need to improve?” Once again, the employees worked independently, then read what they had written.

The information was also posted on the wall. The looks on the faces of the principals and their people were confused and perplexed as they came to the realization that the “Things we do well” were seen as “Things we don’t do well.” What was happening?

Right away we realize there is a shortage of time which justifies staying with the status quo. But consider this: the average American company spends 35 to 45 percent of their time doing things over again. Now most people think, “we are a whole lot better than average!” Yet when workflow is measured from start to finish, the “doing it over” percentages add up fast.

Taking the time to learn what employees really think is an investment that pays off in productivity, customer satisfaction and profits.

Once the real answers about “How are we doing?” are revealed, the team leader can begin the task of prioritizing a to-do list to improve the agency. The next step is to formally thank the employees for their input and assure them that steps will be taken to address the issues.

Then address each issue and assign who will take responsibility (delegate), establish a firm timeline for results, and track and publish those results.

One excuse for not taking action is the reality that difficult decisions will have to be made. The toughest issues will always be those that deal with people and their behavior. For instance, how to handle a producer who has a big book yet creates continual problems for staff.

Effective leadership begins with hiring and keeping people who are knowledgeable, energetic, positive and work well with others. More than a few agencies have been held back by an individual who is considered bulletproof. It’s revealing to learn that an employee who is technically skilled may in fact be a deficit when we consider their inability to cooperate and work well with others.

Make the time to organize an agency event to get below the surface. Find and deal with the issues that will increase productivity, elevate customer satisfaction and accelerate profits.

The reward is running an agency that operates more smoothly, with reduced stress and an increased level of respect.

Robert Sherer is the author of several books, including, “Doing The Right Thing,” “Fear, the Corporate ‘F’ Word” and “Management Vision.” Sherer is co-founder with Paul Bronow of In-Focus, an insurance consulting group located in Westlake Village, Calif. Contact: www.infocuss.com.