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Ask me today what my production will be at the end of 2006 and I’ll be able to give you a number but, I’ll be damned if I can tell you with any kind of certainty where and from whom it will come. Sure, I have prospects and a marketing plan, however, I am much more focused on the next few months of production and much more in control of these opportunities than I am about the entire year. Yes, I need an annual objective but I can only manage my way to that objective by being accountable to the daily, weekly, monthly and quarterly behaviors and opportunities that will get me there.

We can align our objectives with those of our carrier partners only if we are working together in a manageable time frame. Request that your annual business plans be broken down into quarterly segments knowing that each quarters results will honestly and truly set the stage for the quarter to follow. Key-in on mutually accountable behaviors and activities that, when executed, should generate the desired results. These activities include co-marketing strategies, agency and client training, cross-selling initiatives, joint client calls, and field underwriting visits. Also include strategic renewal initiatives and timelines for execution so that you don’t get caught waiting and wanting. Establish and agree to submission quotas, close ratio targets, and minimum/maximum premium levels and agree to monitor each others performance each quarter. This gives you and your carrier partner the ability to see what’s working, what isn’t, and what adjustments in your plan need to be made as you are working forward.

Many of your partner carriers have already conducted their 2006 dog and pony show – most target October and November for these discussions and some actually pull it off. The others are calling you right now so that they can check you off of their things to do list. My advice – put it off until January or even February when you will have the time to prepare as described above and have a truly meaningful partnership plan. Their first reaction will be a gasp. Here is where you jump in with your rational and your ideas for making the ’06 plan genuine. If this doesn’t work, play the “illness in the family” card. Just kidding.

For your carrier partners that have already been out for their visit, I suggest that you request the unthinkable – a do over. Of course, you say it differently. First, you express your love and commitment. Next, you state that you have refined and thoroughly defined your expectations and intentions for a fabulous year and, as your partner, their role is a critical one. Therefore, you would like to meet again with his/her honor the RVP in January or February to review where you are, where you are going, and how you are going to get there together. Be ready to set the date and keep the date.

So, what have you accomplished? You have broken down a generalized annual plan into a quarterly, performance-driven plan. You have established accountabilities and targets that can be managed to efficiently and provide both you and your partner carriers with the time and ability to make any adjustments along the way that are necessary. You have aligned your agency’s and producer’s business plans with theirs to ensure that performance expectations are not over-stated. You have provided them with an agency management plan that specifies their role and the support that you will need. Most importantly, you have made a cumbersome, antiquated, ineffectual, legacy business practice disappear and replaced it with an efficient partnership agreement that is workable and realistic.