Far from diverting employees from their jobs, social media and smartphones actually make staff more productive—and employers should learn to deal with that new reality. Access to social networks via mobile devices gives staff a “virtual co-presence” with direct benefits for the business in which they work, according to a new study.
That core presence enables workers to complete collective tasks more effectively by giving them a greater freedom over when and where they do their jobs, the study of technology companies in the UK, Germany, and Finland found.
“This was an investigatory study, rather than a statistical proving. But it was very obvious that social media allows people to accomplish a lot more,” said Joe Nandhakumar, professor of information systems at Warwick Business School, which conducted the research. “We can feel that in the academic environment. If you take that connectivity away, we are completely unable to work,” he said.
According to Nandhakumar, evidence from the research suggests that knowledge workers who manage their presence successfully and control their responses are better at organizing workflow. He argued that social media is not an entertainment medium with side-benefits for business. “It’s not a by-product. It’s the main thing,” he said.
Nandhakumar pointed out that social media is a central part of the culture of knowledge workers, “It’s not a secondary effect. You can’t avoid it. You can’t ban it, so how do we make this work for the organization?” he said.
“You can’t stop people having this connectivity so we need to find out how we can manage it and how we can make it into something more positive rather than trying to ban it. Anything can be a distraction—a computer can be a distraction—it depends on how you use it.”
Nandhakumar said successful organizations used to focus strongly on processes and then on connecting people. Now social media can provide a layer on top of ERP systems. “We can have the people on top of the processes to get the best of both,” he said.
“What we should do as companies, we should empower employees to deal with social media and how they can spend their time productively. We can’t really control these things. They are there for the knowledge worker.”
Digital consumers continue to redefine what they consider to be “good customer service.” Increasing the productivity of your staff seems to be an elusive goal. In order for your organization to keep ahead, it’s important to make sure you evaluate how existing technology tools are being used as well as determine what additional tools have become available.
This agency productivity self-test is published each year in my newsletter, The Anderson Agency Report, as a way to help measure how well your organization is using technology resources. Hopefully, it also provides ideas about new tools that you might want to incorporate into your workflow.
The self-test delves fully into your use of technology in the following categories: Management, Administrative, Infrastructure, Sales, Customer Service, and Communications.
Everyone is encouraged to participate. The audit self-test will take you approximately 15 minutes to complete so set aside some quiet time to complete the survey. It’s well worth it.
We’ll provide the results so you can tell how your agency compares to others who took the survey. This year’s survey is only available online by going to http://www.taareport.com. As a little extra incentive, everyone who completes the survey will be entered into a drawing to receive our course, The Personal Lines Ultimate Marketing Program—a $500 value.
There comes a time for every business when it must make adjustments, embrace change, and reinvent itself. Occasionally, circumstances arise that bring an entire industry to just such a transformational moment. For the insurance industry, and our individual businesses, that time is now.
Some may not want to believe it and others may choose to ignore it, but for all those who are in denial, they may be doing so at their own peril.
An industry in crisis
We are at a defining moment for the independent agency system. Profits are being attacked, growth is a struggle, future revenue streams are uncertain and the result is a level of panic not seen before. The most concerning thing of all is that most agencies don’t seem to have a plan for how to deal with the lack of control they have over their businesses. As a result, there is an almost vulture-like strategy driving agency acquisitions, a development that seems to be gaining momentum and threatening the very survival of the independent agency system.
This isn’t just a personal opinion or observation. This is the collective opinion and observation of a group of 10 industry/agency consultants who recently came together for a somewhat unprecedented meeting. On most days, this is a group of competitors; either competing directly for the same clients or, at the very least, competing for the discretionary time and money of the same agencies. However, it was out of mutual concern for the future of the industry that this group came together in the spirit of “coopetition.” Rather than retreating into separate corners and competing more fiercely for the shrinking ranks of agencies, this group has made the decision to work together to help keep the ranks of independent agencies as large and successful as possible.
An industry worth saving
This is an unbelievable industry that has been rich with personal and financial rewards for those willing to make the investment. We are provided with great income opportunities, have more work/life balance than most other professions, work with diverse and interesting business owners, and perhaps best of all, we have the potential to make a significant impact on the businesses of those clients.
In fact, this industry has been so generous to independent agencies that it could be argued that the generosity itself has helped create many of the problems we now face.
We do not see the demise of this industry as inevitable. In fact, this group believes the best days of independent agencies still lie ahead. We know the independent agency system can survive; however, the surviving businesses will look different than they do today. What we don’t know is how large those ranks are going to be because the change is starting with a needed cleansing of the industry, something which is already happening.
We have put ourselves in this precarious position. As we just said, many of our problems as independent agencies are self-created (or, at the very least, have been tolerated). All businesses must control two critical elements:
What it is they sell to their clients.
How they get paid for what they sell.
Because the industry has been so financially generous, most agencies have allowed those critical parts of their business to be controlled by a third party, the insurance carriers.
Also, because of the generous financial rewards provided by the industry, it has allowed agencies that deliver marginal client value to find disproportionate levels of success. We know this is a bit harsh but, if you are being honest with yourself, you will agree that if all an agency does is place an insurance policy and then fix the resulting problems, they have been way overpaid. It is these agencies that have helped fuel an unfavorable stereotype for our industry and gained us little support in the court of public opinion.
It is not this part of our industry we are looking to protect and save. That would be a fool’s effort. Instead, we are looking to save those agencies who are able and willing to take control of their businesses and whose mission is to truly improve the business of their clients. That is an industry worth saving.
Now is the time to act
While we believe there is a great future ahead for these agencies, the future glory days are not guaranteed, not by a long shot. Each of us in this group has varied ideas as to how agencies will take part in that glory, but we are unified in our belief that it will require something drastically different than what has been done in the past.
And, as we all know, change is never easy and the right kind of change is rarely quick. While we also have differing opinions as to how much time agencies really have to save themselves, we are all in agreement that now is the time to get started and significant progress needs to be made within the next 12-24 months.
Focusing on the wrong target
Most would agree that this is a time of unprecedented challenges for independent agencies. Sure, some of the challenges are obvious: health care reform, exchanges, and a slow recovery from the recession, to name a few. As we talk to agency owners, it is these challenges that are getting the most attention.
However, as real as those challenges are, we don’t see those as the most critical challenges: these issues are merely exposing the underlying frailty of the independent system, a frailty that has been a ticking time bomb and whose clock is winding down.
A failure to address and correct the real issues will bring an end to the independent agency system, at least as we know it today.
Common agency challenges
Identifying those foundational issues was a primary focus of our recent meeting. The consensus of our group is that the following issues are leaving agencies vulnerable and exposed to the impact of the current (and emerging) market and industry conditions.
Too many agencies do not have an answer for these industry trends:
Carriers are starting to limit the number of agency contracts.
Carriers are writing policies net of commission, leaving the agency to negotiate their own fee.
Where commissions remain built in, they are being slashed.
After the cleansing of the industry removes the mediocre performers, the remaining competition will be potent and fierce.
The Patient Protection and Affordable Care Act (PPACA) and the resulting Exchanges will drive many smaller businesses out of the medical insurance business.
While the commission slashing is currently focused in the health side of the business, it could be a false sense of security to think other lines of insurance are immune to reduced commission schedules.
Too many agencies (both benefits and P&C) have left themselves vulnerable in the following ways:
There is no unique sales process. Most are still competing with a spreadsheet and look just like every other agency to the prospect/client.
Growth is overly dependent on the owners to produce.
With the owner focusing on growth, there is not enough work being done “on” and leading of the business.
There is too much dependency on the placement of an insurance product as the only value delivered to clients, and therefore, the only opportunity to get paid by those clients.
Most agencies lack a vision as to what the agency needs to become in order to survive.
As businesses, agencies are largely controlled by the insurance carriers. It is the carrier who controls the product being sold and determines the compensation for the sale.
Agencies are having difficulty creating non-insurance solution revenue streams.
We’re seeing industry shifts in buying behavior: consumer-centric at the individual level and single-source (benefits, HR, payroll) at the employer level.
There is little relevant differentiation between agencies (better service and a list of value-added services are not differentiators).
There is a lack of effective recruiting, interviewing, selection, and training processes leading to too many poor hiring decisions.
The stereotype of the industry (not trusted and seen as delivering marginal value at best) is difficult to overcome.
Most agencies have little to no effective sales management.
There is a disproportionate dependency on the smaller groups most threatened by the above listed industry trends.
Compensation programs are misaligned with the behaviors needed to drive new revenue, often rewarding a “protect what I have” mentality over a “go get more” mentality.
There are too many silos within the typical agency – Sales vs. Service, Producer vs. Producer, Department vs. Department, Leadership vs. Everyone else, etc.
All too often, there is a lack of accountability to results, especially for producers. Agencies have to be willing to fire poor performers, including producers.
Agencies create a service culture instead of a sales culture with their compensation programs and their accountability structures (or lack thereof).
In all areas, the constant among the problems seems to be a lack of systems and processes.
The cost of doing nothing
We know we aren’t the only ones who recognize the existence of these challenges. Unfortunately, many agencies who see the direness of their circumstances are still not taking appropriate action. The reason for lack of action usually comes down to the difficulty of change but also the cost of addressing the problem in terms of both a financial and time investment. However, the cost of doing nothing and trying to stay the course would be the costliest decision of all.
Agencies who don’t change their course will watch their financials and their structure deteriorate before their eyes and are likely to be out of business in short order. The current path will lead to:
Little, if any, top line growth.
Eroded profit margins at the bottom line.
Disintermediation, either because of carrier selectivity, exchanges, technology, or new and unexpected competitors.
Talented staff leaving and difficulty attracting new/replacement talent.
Competitive acquisitions at distressed prices.
There isn’t one solution for everyone, but everyone needs to find a solution. Being honest, there are self-interests in this group for issuing this letter. After all, our own success is dependent on this industry remaining strong and viable. However, we got into this side of the business because we like to help others succeed, and success now includes a fierce belief that now is the time to fight for our survival. This is an industry worth saving and fighting for, but it is a fight in which we must all engage together.
If in reading through the list of challenges, you feel you are one of the vulnerable and exposed, we encourage you to take control and start addressing your situation now.
There are basically two courses of action:
Tackle this problem on your own, or
Seek out help.
For most, and especially for those who haven’t yet started making changes, we believe the limited time frame to put answers in place makes tackling this on your own the wrong approach.
We suggest you align yourself with someone who can help you put the answers in place. Of course, as a group of consultants, we would love the opportunity to discuss with you how one of us might help. But we also freely admit there are plenty of other consultants and resources out there to whom you may turn, and we will even suggest some places for you to look.
Another option may be to align yourself with a peer group of agencies who are committed to fixing the same challenges and are working together towards common answers. We see successful agencies every day, agencies who are more optimistic about their future than ever before. Find one of these agencies as an example; there’s no need to reinvent the wheel.
The unacceptable response is to stick your head in the sand and pretend everything is going to be okay. Most of us don’t like the current course of the industry, so we need to be the ones who start steering the ship.
This is our defining moment; now is the time to take action.
What do you think? Is the industry in crisis? Leave your thoughts and comments below.
The following are the consultants who met in Atlanta and who have committed to doing their small part in helping protect the independent agency system.
Agency Growth Mastermind Network – Nelson Griswold
The Anderson Agency Report | The Anderson Network – Steve Anderson Leading Authority on Insurance Agency Technology Productivity and Profits
The Brokers Broker – Kyle Hodges Helping brokers deliver unique wellness and marketing strategies for the 100+ market
Daymark Advisors – Jack Kwicien Trusted advisors to the insurance industry – Consulting, mergers & acquisitions, and charting the course for the future for brokers, carriers, and enabling technology firms
HR Technology Advisors – Joe Markland HR Technology Advisors is a leading provider of HR and Benefits Technologies for benefits brokers and their customers
iC3/The Intellectual Capital Coaching Corporation – Rick Bauman Helping Brokers succeed by building A Passionate Enterprise
Marsh, Berry & Company – Rob Lieblein Your Partner for Financial Consulting and Mergers & Acquisitions
Q4Intelligence (Formerly Benefits Growth Network) – Kevin Trokey & Wendy Keneipp An agency transformation network
The Wedge: Insurance Agency Sales & Management Training – Randy Schwantz Revolutionary Technology for Sales Team Development – Grow Your Agency Value, Grow Your Wealth
People are better at juggling some types of multitasking than they are at others, according to a new study that has implications for distracted drivers. Trying to do two visual tasks at once hurt performance in both tasks significantly more than combining a visual and an audio task, the research found.
Alarmingly, though, people who tried to do two visual tasks at the same time rated their performance as better than did those who combined a visual and an audio task—even though their actual performance was worse.
“Many people have this overconfidence in how well they can multitask, and our study shows that this particularly is the case when they combine two visual tasks,” said Zheng Wang, lead author of the study and assistant professor of communication at Ohio State University. “People’s perception about how well they’re doing doesn’t match up with how they actually perform.”
Results showed that multitasking, of any kind, seriously hurt performance. Participants who gave audio directions showed a 30% drop in visual pattern-matching performance. But those who used instant messaging did even worse—they had a 50% drop in pattern-matching performance.
In addition, the findings show that technology companies need to be aware of how people respond to multitasking when they are designing products. For example, these results suggest GPS voice guidance should be preferred over image guidance because people are more effective when they combine visual with audio tasks compared to two visual tasks.
Many of you may know that I live in the Nashville area. Nashville is known for music and we have many friends in the business. As you might suspect, music piracy is taken very seriously here.
That’s why I was interested to read a comprehensive study from The American Assembly, a non-partisan public affairs forum affiliated with Columbia University. They conducted the Copy Culture Survey, based on thousands of phone interviews in the United States and Germany. The group released part of the results, which show that people who download music illegally also buy more music than those who don’t.
The research found that in the United States, people who download pirated music have larger music libraries—around 37% larger than those who download only legal songs. “But some of it also comes from significantly higher legal purchases of digital music than their non-P2P using peers—around 30% higher among U.S. P2P users,” Joe Karaganis from American Assembly explained.
He added: “Our data is quite clear on this point and lines up with numerous other studies. The biggest music pirates are also the biggest spenders on recorded music.” Compared to the United States, in Germany the figures stack up even higher, with pirates buying nearly three times as much digital music as the legal downloaders, the study found.
While peer-to-peer sharing of files is the most prevalent form of illegally acquiring music files, in the United States, according to the survey, 29% of those under 30 listen to most all of their music via streaming services. However, only 11% of those have a paid subscription, which would indicate that music streaming services play a similar role to pirated music: try before you buy.
The music industry was perhaps one of the first to experience a digital disruption. Others—like the book publishing business—are not far behind. But the response of the Recording Industry of America was to sue its best customers. It’s a strategy that doesn’t seem to have worked very well.
How will you respond?
What assumptions are you making when planning for your agency’s future? Will you respond like many industries and keep your head in the sand? Or, will you look to the future and try to see what opportunities digital disruption provides?
If something can be done, it will be done. And if you don’t do it, then someone else will. Commit to being an agency that is willing to embrace change and explore how you can take advantage of the opportunities created by disruption.