Oregon Agent Summer 2019

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August 25 - 27, 2019

Eagle Crest Resort

Redmond, OR

91st Annual

Convention of

The Independent

Insurance Agents

& Brokers of


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Summer 2019




Page 20

Page 26

IIABO Office

6 Centerpointe Drive, #430

Lake Oswego, OR 97035

Phone: 503-274-4000

Fax: 503-274-0062

Toll Free: 866-774-4226

IIABO Staff Directory

Executive Vice President

Jim Perucca


Sr. Vice President

Marketing & Communications

Barb Demings


Vice President

Education & Finance

Tyra Dressel


IIABO Lobbyist

Roger Beyer


Cover Photo:

ID 123008712 © Davidgn


The Oregon Agent is a publication of the

Independent Insurance Agents and Brokers

of Oregon and is published quarterly by Blue

Water Publishers, LLC. IIABO reserves the right

in its sole discretion to reject advertising that

does not meet IIABO qualifications or which

may detract from its business, professional

or ethical standards. IIABO and Blue Water

Publishers, LLC do not necessarily endorse any

of the companies advertising in the publication

or the views of its writers. The publisher cannot

assume responsibility for claims made by

advertisers, content provided by the editor, or for

the opinions expressed by contributing authors.

For more information

on advertising, contact :

Eric Johnson

Blue Water Publishers, LLC

phone: 414.708.2059

fax: 414.354.5317


4 The Oregon AgentSummer 2019

6 A Letter from the IIABO President Steve Smelley

8 IIABO Leadership – 2019-2020

10 IIABA Annual Legislative Conference

12 How to Build Relationships in Your Organization and with Vendors

16 Preview: 91st Annual Convention of the Independent Insurance

Agents & Brokers of Oregon

20 A Day in the Life of a Successful Agent

21 In-House Continuing Education

23 2019 Law & Ethics Classes

25 Live CE Webinars

26 Are Your Salespeople Happy Just Getting By?

29 Building A Successful (Sales) Culture


Page 12

Applied Underwriters 32


Bershire Hathaway Guard 24




Griffing Underwriting Services 2


Imperial PFS 31


Mutual of Enumclaw 3


Preferred Property Program 15


RT Specialty 31


Western National Insurance 7


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©Copyright Employers Mutual Casualty Company 2018. All rights reserved.


Steve Smelley

COO, PayneWest Insurance, President IIABO

IIf you are anything like me, you are in a time crunch!

The demands on agents today include keeping up-todate

on automation, learning about company products,

maintaining and developing staff, and, oh yes, trying to

sell insurance.

This edition of the Oregon Agents kicks off promotion

of the 91st annual IIABO Convention and Trade Show,

August 25-27, 2019, at the Eagle Crest Resort located

in the high desert outside

Redmond, Oregon.

There were times when

conventions meant simply

hospitality rooms (with lots

of booze), golfing, annual

meetings (where companies

were condemned for a

variety of transgressions)

and a chance to get away

from the office.

Now successful conventions

must bring value. Members

want to get something at the convention that can help

them become better agents and agency managers.











Last year’s convention brought nationally acclaimed

agency management coach David Connolly. To receive

David’s message in your office would cost thousands

of dollars. Four hours with David for the price of a

convention registration was a bargain!

This year’s convention focuses on marketing in

today’s ever-changing world, how to make great first

impressions and develop solid business relationships.

Award-winning sales speaker, author, trainer and coach,

John Chapin will conduct a sales training workshop that

will provide practical ideas on how to become a better

producer. John’s message will teach agents how to get

customers to their agency!

Our Young Agents have

developed into a vibrant,

growing community of new

producers. They will host

a putting contest on Eagle

Crest’s 18 hole putting course.

The event is free to registered

Young Agents and only $20 for

companies. Lots of fun!

Make plans right now to attend

the Annual Convention. Golf on

the 25th, plenty of time with the

exhibitors in a sold-out exhibit

hall. Registration includes all meals, receptions and

entertainment. But, perhaps most important, real value

to you and your agency!

Steve Smelley

COO PayneWest Insurance

President IIABO

Your association staff:

Executive VP Jim Perucca 503-274-0583 jimp@insureoregon.org

Sr. Vice President Barb Demings 503-274-4000 ext. 126 barbd@insureoregon.org

Vice President Tyra Dressel 503-274-4000 ext. 131 tyra@insureoregon.org

Toll Free Numbers: 1-866-77-IIABO or 1-866-774-4226

6 The Oregon AgentSummer 2019

CL_Alarm.pdf 1 5/8/2018 9:14:57 AM









2019 - 2020


The IIABO Board of Directors is a diverse group of insurance professionals representing the

varied interests of agents throughout the State of Oregon. We would like you to learn more

about these volunteer leaders and the years of experience they bring to the association.

Steve Smelley

President, IIABO

Chief Operations Officer,

PayneWest Insurance

Beaverton, Oregon - 30 years

Debbie Flores

President - Elect

KPD Insurance, Inc.

Springfield, OR - 29 years

Mark Atkinson

Vice President

President, Atkinson Insurance Group

Portland, Oregon - 25 years

Brett Slater

Past President, IIABO

President, Slater & Assoc. Insurance, Inc.

Tualatin, Oregon - 26 years

TJ Sullivan

Legislative Chair, IIABO

Huggins Insurance Services

Salem, Oregon - 18 years

Ed Davis

National Director, IIABO

Maps Insurance Services

Salem, Oregon - 49 years

Dallas Ross

Young Agents Chair, IIABO

PayneWest Insurance

Beaverton, Oregon

Kent Bergstedt

Board Member

President, Bisnett Insurance

Lake Oswego, Oregon – 21 years

Kriston Correll

Board Member, IIABO

JUUL Insurance Agency,

North Bend, Oregon – 22 years

8 The Oregon AgentSummer 2019

Trish Fulwiler

Board Member, IIABO

President, J.D. Fulwiler & Co.

Portland, Oregon - 24 years

Gary Githens

Board Member

Data Breach Specialist

Brown & Brown NW

Bend/Portland, Oregon - 35 years

Greg Horner

Board Member

Commercial Lines Producer,

Insurance Partners, LLC

Portland, Oregon - 20 years

Marty Kantola

Board Member

Owner, Chet Hill Insurance

Portland, Oregon - 30 years

Lyndsay Kooistra

Board Member

LaPorte Insurance

Portland, Oregon - 14 years

Steve LaCesa

Board Member

Owner, Oak Tree Insurance

Lake Oswego, Oregon - 36 years

Matthew Pidcock

Board Member

Co-Owner, Valley Insurance

LaGrande, Oregon - 17 years

John Powell

Board Member

Owner / Agent, Hopp Insurance

Newberg, Oregon - 9 years

Bob Rosson

Board Member, IIABO

President, Timmco Insurance

Salem, Oregon – 25 years

Russ Schweikert,

Board Member, IIABO

Ashland Insurance, Inc.,

Ashland, Oregon – 25 years

Insurance carriers and service providers do not serve on

the IIABO board of directors, but support the association

as Associate Members, Sponsors and Exhibitors. If you

want to learn more about the IIABO, or if you would like

to get involved, please contact any of these individuals. If

you are not a member, please email Jim Perucca, jimp@

insureoregon.org for information on membership.

Summer 2019 • The Oregon Agent 9




The IIABO sent its largest contingency ever to

the IIABA Annual Legislative Conference May

9, 2019. The leadership of the Oregon Young

Agents, including chair Dallas Ross were able

to join us. Other Young Agents attending were

Tyler Ross, Michelle Gallardo and Carlye Irwin.

Other Oregon leadership included president

Steve Smelley (PayneWest Insurance),

president-elect Debbie Flores (KPD),

vice president Mark Atkinson

(Atkinson Insurance), past president

Brett Slater (Slater Insurance) and

director Ed Davis (Maps Insurance).

Our discussions included the

insurance issues surrounding

Flood, Terrorism, Crop and

Cybersecurity. We joined over

900 independent agents from

across the country.

Representative Schrader & IIABO Team Brett & Beth Slater Kick off Breakfast

10 The Oregon AgentSummer 2019

Representative Suzanne Bonamici

Representative Peter DeFazio

The IIABO team at Fig & Olive restaurant

Senator Jeff Merkley

Summer 2019 • The Oregon Agent 11

How to



in Your Organization

and with Vendors

By John Chapin

We all know relationships are important with

clients. If you own the relationship with a client

account, you most likely own the business. Just

as important as client relationships are the

relationships within your organization and with

vendors who help your business run smoothly.

Problems in these relationships usually lead to

problems in client accounts, which could result

in lost business. You also spend a good amount

of time with vendors and co-workers, so the

better your relationships with them, the more

pleasant your work life will be. All of that said,

how do you ensure good, solid relationships

within your organization and with vendors?

Continued on page 14

12 The Oregon AgentSummer 2019

3 Steps to building strong relationships



In order to build a relationship with someone you have to

get into their world. Here are some ways to do that with

vendors and people you work with.

a) Ask them: What can I do to make your job easier?

During my first week at Diebold Banking Equipment, I

approached each individual in installation and service and

asked this question. When they realized I was willing to

work with and help them, they in turn were willing to work

with me and help me.

Ask vendors this question too. You want to make their lives

as easy as possible. An example of this is with insurance

agencies I work with. They ask their carriers what a perfect

submission looks like and then do their best to achieve

that. Also keep in mind that your objective is to be a great

customer for your vendors. Be easy to work with, make

sure your interactions with them are good ones, and

thank them when possible.

b) Talk about their favorite subject. In other words, talk

about them, their family, kids, pets, and related subjects.

Try to keep the conversation positive and upbeat. While

you may have to talk about someone’s cancer treatment or

illness, you want

to keep most


focused on good

things going on

in the person’s

life. Also, be

careful not to

one-up people.

If someone is

talking about

their daughter

playing soccer, you can mention that you daughter plays

soccer too, letting them know you have something in

common with them. Just don’t talk about your daughter

being a superstar or shift the conversation from their

daughter to yours. Ask about activities they’re involved

in such as bowling leagues, softball, golf, etc. Make sure

to listen more than you talk. You have two ears and one

mouth. Use them at least in that proportion. Drop in some

of your own personal information so they have something

they can connect with you on but again, make sure they

are talking most of the time and be careful not to out-shine

them. Remember everyone’s favorite radio station: WIIFM:

what’s in it for me. Focus on that when you talk to people.

What do they want and what are they interested in?

c) Let others be right, let them go first, and make them

feel important. Everyone’s number one need, provided

they have food, shelter and the basics, is to be recognized

and to feel important. Most people are mirrors. When you

let other people be right and let them be first, they’ll do

the same for you. They’ll also be much more willing to

work with you.

d) Use Dr. Tony Alessandra’s Platinum Rule. The

Golden Rule is of course: Treat other’s the way you want

to be treated. It’s effective more than 90% of the time. To

get closer to 100%, use the Platinum Rule: Treat others

the way they want to be treated. Ask for preferences

regarding communication and other business protocols.

Don’t assume that your preference is everyone else’s



When I worked for Diebold, I used to give $5 and $10 gift

cards to people in the installation and service departments.

I also gave them baseball tickets and other gifts. On

special occasions, during the holidays, or when they really

went above and

beyond, I used

to give more

Everyone’s number one need, provided

they have food, shelter and the basics, is

to be recognized and to

feel important.

expensive gifts

such as jewelry

or their favorite

alcohol. Based

upon rules and

regulations you may or may not be able to do some of

these. Either way, you must acknowledge and thank them

for helping you and doing a good job. Stop by their office,

thank them for what they just did for you, give them

a small token of your appreciation, and ask about their

favorite subject.

Here are some other ideas for rewarding people that

don’t cost anything:

• Send an email telling the boss what an asset they are to

the company. Make sure you copy them in.

14 The Oregon AgentSummer 2019

• Send a handwritten thank-you note.

• Call them on the phone and thank them or stop by inperson.

• Build them up with sincere compliments.

• Praise them in front of their peers or higher-ups.



A great way to build relationships internally and with

vendors is to give them the same extra-special treatment

that you give your top accounts. Here are some ideas:

• Send them birthday cards and holiday cards.

• Give them holiday and birthday gifts.

• Study their areas of interest so you can have intelligent

conversations with them.

• Give them books, articles, and other items related to

their areas of interest.

• Pass on articles and other information about their high

school, college, and hometown.

• Pass on good articles and information you come across

about their kids, spouse, relatives, or their related


• Find articles and other stories written about your

vendors’ companies and industries, and occasionally

discuss some of this information with them.

• Pass on items of religious and political interest.

• Give gift certificates to restaurants and stores.

• Give tickets to sporting events, shows, dinner events.

• Contribute to one of their favorite charities.

• Make a small investment in their business or something

else they are involved in.

• Give vacations or trips to trade shows and other

industry events.

• Get creative and come up with other great ideas to turn

co-workers and vendors into loyal partners and great


John Chapin is a motivational sales speaker and trainer. For

his free newsletter, or to have him speak at your next event,

go to: www.completeselling.com. John has over 29 years of

sales experience as a number one sales rep and is the author

of the 2010 sales book of the year: Sales Encyclopedia. Email:


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Summer 2019 • The Oregon Agent 15



August 25 - 27, 2019

Eagle Crest Resort

Redmond, OR

91st Annual

Convention of

The Independent

Insurance Agents

& Brokers of


IIABO • 6 Centerpointe Dr, #430 • Lake Oswego, OR 97035

503.274.4000 •Toll Free 866.774.4226 • Fax 503.274.0062 • www.IIABO.org

16 The Oregon AgentSummer 2019

1 The Oregon Agent • Winter 2017



August 25 - 27, 2019

Eagle Crest Resort

Redmond, OR

91st Annual

Convention of

The Independent

Insurance Agents

& Brokers of



1:30p - 4:00p Board Meeting - River Run

5:30p - 6:30p Board Reception - River Run

6:30p - 9:00p Board & Past Presidents Dinner (by invitation only) – River Run


12:30p Golf Tournament - Resort Golf Course, Shotgun Scramble

4:00p Registration Open - Convention Center / Foyer

5:30p Reception - Convention Center Foyer & Outdoor Patio

6:00p “Fiesta” – Convention Center / Golden Eagle

Ballroom / Buffet Dinner / Golf Awards


7:30a – 9:15a Registration Open / Breakfast with Exhibitors / Raffle

– Convention Center / Foyer & Golden Eagle Ballroom

9:30a – Noon Workshop with John Chapin - Next Generation Ins Services, Securing &

Sustaining Your Future - Convention Center / Golden Eagle Ballroom

Noon – 1:30p Lunch with Exhibitors / Raffle - Convention Center / Foyer & Juniper Hall

1:30p – 3:30p Young Agent Event - Eagle Crest Putting Course

1:45p – 4:45p Ethics - Convention Center / Golden Eagle Ballroom

4:30p – 6:30p Cocktail Reception with Exhibitors / Raffle

- Convention Center / Juniper Hall

6:15p Raffle Drawings

6:45p Banquet - Convention Center / Golden Eagle Ballroom

- Exhibitor Drawings / Grand Prize Drawing / Entertainment


7:30a – 9:00a Champagne Breakfast

Convention Center / Golden Eagle Ballroom

Kevin Jeffries, Oregon Insurance Department

9:15a – 12:15p Law - Convention Center / Golden Eagle


Adjourned! Have a safe trip home!

Summer 2019 • The Oregon Agent 17

Title Sponsors: Liberty Mutual Insurance / Safeco Insurance

Members of the Liberty Mutual Group

The Independent Insurance Agents & Brok


ers s of Oregon

91st h Annual Convention & Trade Show

August 25 - August 27, 2019, Eagle Crest Resort, Redmond, Oregon


Full Registration/Agent/ Company Personnel

Name: Agency/Co: $299.00

Phone: Fax: Email:

Golf / Preferred Foursome: $ 84.00

Spouse / Guest $169.00

Golf / Preferred Foursome: $ 84.00

Additional Full Agent Registration(s) And Young Agents

Name: Agency/Co: $49.00

Phone: Fax: Email:

Golf / Preferred Foursome:


Spouse / Guest: $49.00

Golf / Preferred Foursome:


For additional attendees please photo copy this registration form.

Limited Registration Packages

Sunday “FIESTA” (per person)

Monday Banquet “ONLY” (per person)

Ethics - Monday, August 26th - Includes Lunch with Exhibitors,

Raffle & Door Prizes

Law - Tuesday, August 27th - Includes Champagne Breakfast

Young Agent Event - Monday, August 27th - Company/Vendors

Young Agent Event - Monday, August 27th - Putting Golf (With a paid Young

Agent registration)

Monday Workshop with John Chapin Includes Lunch with Exhibitors, Raffle &

Door Prizes

Champagne Breakfast “ONLY”, Tuesday, August 27th

Kids Registration

Kids 6 - 18 years ---------------------------------#

Includes all meals and social functions. Kids 5 and under are FREE.

Name(s) & Age(s) of Children:









X $75.00 each TOTAL


If paying by Credit Card, please complete the following information. A 5% service charge will apply on all credit card

payments. Checks should be made payable to the IIABO and mailed to IIABO, 6 Centerpointe Dr #430, Lake Oswego, OR


Credit Card #: Exp Date: / Vcode:

Card Billing Address:

Name on Card:


Members of the Liberty Mutual Group

Title Sponsors: Liberty Mutual Insurance / Safeco Insurance





3 The Oregon Agent • Winter 2017

18 The Oregon AgentSummer 2019


John Chapin is an award-winning sales speaker, author, trainer and coach. John

has over 30 years of extensive sales, customer service and sales management

experience. In addition to being a number one sales trainer for most of his

30 years, John is also the author of the 2010 sales book of the year, Sales

Encyclopedia the Axiom Book Awards.

Next Generation Insurance Success

Securing and Sustaining Your Future Today

Mr. Chapin has worked with a dozen or more

state Independent Agent Associations across

the country. Much of his material is directed

at young agents and new producers, but he

will focus on cutting edge techniques that will

be of benefit to all attendees.

His primary subjects are how to get agents

motivated and doing more business now! His

specialty is helping agencies significantly

increase sales revenue.

John currently manages commercial agents

on a part time basis for several independent

insurance agencies, trains at other agencies

and speaks for insurance associations

nationwide. He also writes a monthly sales

article for over 200 publications.

Securing Your Future

John will conduct a two and a half hour

workshop that will provide insight as to what

it takes to be successful in the insurance

industry and how to launch, rapidly grow and

maintain growth. Materials will cover how

to adapt in an ever changing world and how

to make great first impressions and develop

solid relationships. John will provide the

latest ideas for operating at the highest level

and how to be heard above the noise and set

yourself apart.

The workshop will provide coaching on

identifying ideal prospects.

Voted the best public speaker in

Massachusetts and Rhode Island, and, a

member of the National Speakers Association,

John has delivered hundreds of presentations

on sales, business building and motivation.

Summer 2019 • The Oregon Agent 19





GENTBy John Chapin

Over the years people have asked me if I have daily rituals,

habits, or a schedule I follow. While it’s varied a bit over the

years, and I’ve tweaked it here and there, here’s my current

daily schedule, and pretty much what I recommend for

agents, salespeople, entrepreneurs, and business owners

… By the way, this tends to be my schedule every day as

almost every day is a work day for me.

Continued on page 22

In-House Continuing Education

Quality Education & Training Conducted

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Team Building

Your staff will draw closer together through

personalized training classes.


You set the day and time for

your office staff.


Your staff can discuss problems

and procedures openly - away

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No Minimum


However, with more students

your per student cost goes down.

Customized Instruction

The presentation will be tailored to

meet your individual agency/company


Time/Money Savings

You save on time out of the

office and travel costs. Staff will

be able to check messages and

handle issues that come up

during their breaks.

“Having In-house training was an eye opener for our agency. We were able to focus the

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material. In house training gave us an immediate ROI that we did not expect to receive.”

Ryan Miller, CIC, CWCA, Miller Insurance

For more information on this exciting program please contact:

Tyra Dressel, VP Education

Independent Insurance Agents & Brokers of Oregon

tyra@insureoregon.org / Direct: 971-371-1491 / Toll Free: 866-774-4226 x131






6 a.m. – Wake up, take half a caffeine

pill (100 mgs) with an 8-ounce glass of

water. Next, think of three things I’m

grateful for to get my head on straight

and focus on positive thoughts. Get

up, get on the floor and do 150 to

200 ab crunches. Grab my phone,

run down stairs, get a sheet of paper

out of my copy machine and write my

biggest personal or professional issue

at the top. 150 to 200 more crunches

and drink another glass of water.

Sit with my sheet of paper and work

for 15 minutes coming up with 20 or

more solutions to my biggest problem

or issue. 150 to 200 more crunches.

rehearse and picture a positive

outcome to all upcoming calls and

meetings. Shower and get dressed.

I also use positive affirmations while

showering and dressing to further

increase enthusiasm to tackle the

upcoming day.

8 a.m. – Check email, voicemail, and

prepare for the first calls of the day.

8:10 a.m. – The selling day begins. It

is time to be in front of the customer

or prospect, or on the phone with

them. If there are any “unpleasant”

tasks to be handled, such as

breaking bad news to a client, handle

these first and get them out of the way.

From 8:10 until about 11:45, spend

time on time-critical, client-related

tasks, such as prospecting, presenting,

and closing.

11:45 a.m. – Check for messages,

return any calls, emails, or other

communications that need to be

taken care of.

Noon – A light lunch usually consisting

of chicken and rice, a salad, and water.

Protein is good here and don’t go too

heavy on the carbs. Overall this should

be an average meal. You don’t want

to go to an all-you-can-eat buffet, as

you’ll be dozing off at 2 p.m. or sooner.

Continued on page 24

Read, listen to, or watch either

something positive, something about

business, or something sales related

for at least 30 minutes. Often it will be

a combination. Review and write out

my major goals and go over the major

items (usually about six) that I need to

get accomplished during the day. 150

to 200 more crunches.

Run or bike for 25 minutes.

Some people also meditate for 10 to

20 minutes every morning, which is

a good idea for most. I just haven’t

found it all that helpful.

Note: It is a good idea to get up at

the same time every day, even on the


7:15 a.m. – Eat breakfast. For me this is

usually oatmeal, a protein shake, and a

couple chicken cutlets. Next, mentally

22 The Oregon AgentSummer 2019

2019 Law & Ethics

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Tyra Dressel: tyra@insureoregon.org / 971-371-1491

Summer 2019 • The Oregon Agent 23

12:30 p.m. – Back to prospect/client

time-critical tasks.

4:45 p.m. – Check for messages, return

calls, emails, or other communications

that need to be taken care of. General

wrap-up of the client-related, timesensitive

tasks of the day and a

positive and objective review of the

day’s events.

5:30 p.m. into evening – Exercise,

a good dinner, relaxation with the


An hour or so before bed, work

on non-time-critical tasks such as

paperwork and follow up on emails,

communications, proposals, etc.

Read motivational or sales-related

material, do some mental exercises

such as positive affirmations, plan the

following day, and check messages

one more time.

Note: If you are just starting out in sales

or business, your day may start earlier

and end later. When I was starting out

at 21 years old, it was not uncommon

for me to be in the office at 7 a.m. and

leave after 9 p.m. Monday through

Thursday. Friday was usually 7 to 5. I

was also working for four hours or so

on Saturday and a couple of hours on

Sunday. The bottom line: you know

what kind of effort you need to put

in and what needs to be done. Work

the hours to get it done.

The keys to designing your day are:

Planning: Have a plan and stick to it.

Organizing: Knowing what you’re

doing and when while ensuring you

have everything at your disposal to

get it done.

Time management: Getting your

most important tasks done and not

giving in to distractions. Your most

important items are: prospecting,

presenting, and closing along with

perhaps three or four other important

tasks that need to get done.

Finally, stay positive, work hard and

smart, and concentrate on results, not

on being busy. Your goal is to develop

habits and rituals that lead to success.

You do this with a set, daily schedule

in which you run your business like a

finely tuned military organization.

John Chapin is a motivational sales

speaker and trainer. For his free

newsletter, or to have him speak at your

next event, go to: www.completeselling.

com John has over 29 years of sales

experience as a number one sales rep

and is the author of the 2010 sales book

of the year: Sales Encyclopedia. Email:


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By John Chapin

Here’s the scenario: You’ve just hired a new sales

rep. He seemed perfect. He did great on the sales

personality test, he had all the right answers, and

everyone liked him. He told you he’d be the hardest

worker in the office. Two weeks in you notice he’s

a few minutes late half the time, leaves promptly at 5, is

sitting in the office instead of out making calls, and he works

no nights or weekends. What happened to your future #1

sales rep?

Another example: You run an insurance agency and you

have an agent who builds a book of business to the point

where they’re making a decent living. Next thing you know,

they’re spending most of their time in the office servicing

their accounts and their new business dwindles to pretty

much zero.

Of course the first remedy to either of the above is to

directly address the issue. Let the person know what

you’ve observed and have a conversation about it. What

are your concerns, what would you like to see instead,

and how can you two collaborate to make it happen? If

they don’t change, what are the potential ramifications or

consequences? While you want to try to encourage people

and do everything you can to positively get them on track,

if those don’t work, you’re going to have to resort to less

26 The Oregon AgentSummer 2019

pleasant alternatives. Among those are: let them go, change

their role (expectations) along with their income, or come

up with another exit plan. All of that said, below are six steps

to help you avoid the two scenarios above.


Step 1: Know the “why”

In the above situations, you most likely have a comfort

zone/motivation issue. The key is to know up front what will

motivate your people to sell and make a lot of money. For

new hires it might be a new house or car, paying off student

debt, traveling, or getting married. Later in their career it

may be paying for college educations, weddings, leaving a

legacy, retiring on time, or as one person said to me, paying

$110,000 for the experimental cancer treatment to save his

wife. As we get older the “why” changes. Stay on top of it

throughout a salesperson’s career. Know what the why is

so you can push that motivation button when people start

to get comfortable. If in the interview process you find out

the kid still lives at home and only needs beer money, they

may not be motivated. If the insurance agent’s kids are out

of school and married, and he has some decent savings, the

money motivator may be gone. Facilitated Introspection

and other similar questioning methods, can be extremely

effective for helping people find their why and get back on


Step 2: Set the expectations

Let people know what’s expected of them. Salespeople,

producers, agents, or whatever you call them in your

organization, are getting paid to sell and bring in new

business. This goes for new-hires as well as veterans. In

addition to having sales goals, new hires should also have

activity goals. For example: make 50 in-person cold calls per

week, go to four networking events per month, and learn

all sales scripts in the first 30 days. In addition, they should

have a set of rules to follow. Example: be at the office by

7:30 a.m. Monday to Friday, be out of the office making calls

from at least 10 a.m. to 3 p.m., and work at least three nights

a week, most Saturdays, and perhaps even some Sundays,

your first three years in the business.

Once you’ve set the expectations, watch people. Do they

show up early and stay late? Are they working nights and

weekends? Do they have a good attitude and get along well

with others? Do they have a good work ethic? Can you take

them at their word?

Veterans may not need rules and activities, but if you notice

their production starting to drop off as with the insurance

agent, you might want to consider some.

Step 3: Hold people accountable

Now that you’ve set the expectations, you have to hold

people to them. The biggest issue I see in the workplace by

far is a lack of accountability. People who aren’t doing their

job will get away with what you let them get away with. Also,

what you put up with you tacitly condone and get more of.

The fastest way to drop production and morale is to have

people in the workplace who aren’t pulling their weight and

no one calls them out on it. It’s okay for someone to have a

bad day, week, or even month, but if it’s not addressed it will

get worse and hurt everyone all the way around.

Step 4: Provide the right environment

Related to the above, people are products of their

environment. If you bring the right person (positive attitude,

hard worker, and more than capable of doing the job) into

an environment in which people are negative and aren’t

held accountable, guess what happens? That person will

either become just like the other negative slackers, or leave.

Culture begins with leadership. You must set the tone of a

professional, positive workplace in which everyone is held

to the highest professional and ethical standards. This

means respect for all, honesty, integrity, showing up on

time, and working until the job is done. A great culture also

includes no negativity, gossiping, or anything similar. Any of

the above must be called out and addressed immediately.

Step 5: Refuse to settle for less or drop your standards

Stop trying to justify why you should keep someone around

who isn’t doing their job. While you think you’re saving your

part of the world by keeping this underperformer around,

you’re actually hurting them, you, everyone else in the

company, and ultimately your customers. You’re only as

strong as your weakest link. No one is “entitled” to get paid

for a job they’re not doing thus setting a bad example for

everyone else.

Step 6: Change things up

If you find yourself in the second paragraph of this article,

in other words, you have a salesperson who was doing

well and now that they’re comfortable, they’ve stopped

producing, after addressing the issue directly, the next step

is to change the rules of the game. This is usually done

by restructuring their payment plan along with instilling

penalties or changing incentives.

John Chapin is a motivational sales speaker and trainer. For

his free newsletter, or to have him speak at your next event,

go to: www.completeselling.com John has over 29 years of

sales experience as a number one sales rep and is the author

of the 2010 sales book of the year: Sales Encyclopedia. Email:


Summer 2019 • The Oregon Agent 27





By John Chapin

You just hired the perfect person: great work

ethic, positive and upbeat, they show up early,

leave late, take ten minutes of a fifteen-minute

break, and do more than expected and

more than you ask for. Now let’s take that

person and put them into an environment

where people are negative, aren’t held

accountable, take three days off for

a hangnail, show up at 8:05 then

spend 45 minutes “getting ready”

for their day, start preparing to

leave at 3:30 and leave at 5:00

like there’s a fire drill. What

happens to that perfect

hire? One of two things:

they either become

just like everyone

else after about a

month, or they


Continued on

page 30

Whatever your culture is, it has a substantial

impact on performance. There is

significant peer pressure to conform to

the culture, be it good or bad. This peer

pressure is one of the four main motivators for people

who belong to any group. Positive peer pressure is what

took my grades from Cs in the public high school to As

and Bs in the private high school. It’s also what ensured

that I made over 200 phone calls per day in my first job

as a stock broker. If you’re a great team or organization

with a great culture, fantastic. Unfortunately, most

organizations have negative cultures, or at least

elements of them.



1: Great leadership

Culture is top down; it begins at the top

and flows down through the entire

organization. Whatever the leadership

team eats, breathes, walks and talks

related to culture, will become the

culture. As a leader, you don’t

get what you want, you get

what you tolerate and allow.

And what you tolerate and

allow you tacitly condone

and get more of. If you

allow people to miss

their numbers year

after year, when

Culture is

top down;

it begins

at the top

and flows

down through

the entire


Whatever the

leadership team eats,

breathes, walks and

talks related to culture,

will become the culture.

it’s evident they

aren’t making

the calls and

doing the

necessary work, you’ll get more of that. If you allow

negativity in the workplace and don’t hold people

accountable, you’ll get more negativity and more people

not doing their job. On the flip side, if you lead by

example, walk your talk, believe in people more than

they believe in themselves, empower them, listen to

them, give them all necessary tools and resources, and

hold them to a higher standard, you’ll get more of that.

2: Rules and decrees

The culture in an organization is how people treat

other people, how they treat work, and how they treat

the work environment. Great cultures have rules and

decrees regarding these three items. Written rules and

decrees. Here are a few examples:

• Everyone is expected to show up on time, work until

the end of the day, finish what they start, be honest,

have integrity, and put in a full day’s work for a full

day’s pay.

• Everyone will be held to the highest professional and

ethical standards. There is no place in the workplace

for negativity or unprofessionalism. You will be

respectful to all employees and clients. Gossip, talking,

and otherwise communicating, behind someone’s

back won’t be tolerated.

• We are a great organization with a great product. We

take better care of our clients than the competition

because we care more.

Your rules and decrees, totaling about eight to 15

number, should be framed and prominently posted

in several highly-visible areas in the workplace on a

document titled: “Rules and Decrees of the Workplace.”

Prospective employees should also receive a copy of

these during the interview process and you should have

a conversation with them about how they feel about

these. By the way, full acceptance of the rules and

decrees is a non-negotiable prerequisite to being hired.

3: Everyone-on board, all-in commitment

When Malcolm Butler was limited to a few special

teams plays in Super Bowl 52, many people said that

move cost the Patriots the Super Bowl. Maybe, and my

contention is that, had they let him play and won Super

Bowl 52, the Patriots would not have been back to

play in Super Bowl 53. No one who breaks the rules

gets a pass. If this is allowed even once, people

inside the organization start to question the

integrity of the culture, and the culture starts

to crumble. When you’re more interested in

winning, or making a sale, than living by

30 The Oregon AgentSummer 2019

your values, it’s the beginning of the end. Again, no one

gets a pass on the rules, not even your top agent. This

doesn’t mean people don’t get a mulligan. You can allow

a mistake or two, but address it immediately, and keep

the leash short. No chronic offenders who are making

blatant and/or repetitive mistakes. While an occasional

mistake may be inevitable, carelessness, ignorance, and

apathy aren’t.

4: Culture is a living, breathing organism

A great culture can’t simply be written out, placed on

the wall, and left to die. It needs to be kept alive and

well by visiting it often, talking about it, and reviewing it.

Repetition is important, because like any new habit, it will

take time to imbed the culture into the consciousness

and subconsciousness of everyone in the organization.

Once it’s locked in and habitually followed, discussing

the culture keeps it on everyone’s radar screens and

ensures it is remembered and adhered to. Also, it may

be necessary to tweak some rules or decrees from

time to time. Though many rules and decrees, like the

examples I gave, aren’t likely to change, there may be

times when changes in people, technology, and other

unforeseen future events, make an edit necessary.

Finally, you build a great sales culture by building

a great overall company culture. As part of the

organization, the sales department is included in all

rules and decrees. Everyone, from leadership to the

mailroom, must be on the same page when it comes to

culture. So, while the sales department may have some

additional rules and decrees related to activity, quotas,

and other items, building an all-in, solid organizational

culture is what will ensure the success of the sales


John Chapin is a motivational sales speaker and trainer.

For his free newsletter, or to have him speak at your next

event, go to: www.completeselling.com John has over 31

years of sales experience as a number one sales rep and

is the author of the 2010 sales book of the year: Sales

Encyclopedia. Email: johnchapin@completeselling.com.




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Summer 2019 • The Oregon Agent 31

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