Success doesn’t depend exclusively
on strategy, resources and talent,
but also on thinking bigger
[Successful business owners] simply don’t indulge
the voice of internal doubt that produces self-limiting behaviors.
By Brent Kelly
In working with the leaders of high-level agencies and those that are stagnant, we find that success doesn’t depend exclusively on strategy, resources and talent. Instead, it’s more about mindset, specifically belief systems and clarity of thought. The most successful agency leaders think bigger.
For example, at high-growth agencies, the prevailing ideology is focused on how to improve. Their leaders constantly question what’s possible: What haven’t we discussed that we should? How can we be more creative? In what ways can we think more abundantly?”
Conversely, low- to no-growth agencies usually have excuses for why they’re stagnant: “That’s the way we’ve always done things,” or “That’s who we are.” Their internal limitations overshadow their external capabilities.
Several years ago, Roger Sitkins and I led a training session for elite producers at a picturesque waterfront resort in Florida. As I talked with a group of attendees during a break, the conversation turned to the million-dollar yachts and luxurious bayfront mansions surrounding us.
We all marveled at the opulence and speculated about what it would be like to live that way. Suddenly, one of them looked at me and asked, “Why not you?”
That’s when I became aware of my self-limiting thoughts—that this magnificent lifestyle was meant for other people. It’s not that I craved such luxuries, but that deep down I believed they were beyond my grasp. To me, this epiphany reminded me that we all have self-limiting beliefs, regardless of whether we’re aware of them.
I see this when I consult with agency leaders. I can talk to the owner of a $100 million agency and the owner of a $1 million agency, but what stands out to me is how differently they think, even though they’re very much alike. It’s not that the $100 million owner is 100 times smarter or more skilled than the million-dollar owner.
What distinguishes the most successful owners is their mindset. They simply don’t indulge the voice of internal doubt that produces self-limiting behaviors.
What are some of your self-limiting thoughts? What’s stopping you from achieving your goals? Often, agency leaders with the ways and means to execute what we teach just don’t do it, regardless of how much they know it would help them.
Typically, Dr. “Yabut” is their mindset barrier. For example, “Yeah, what you say makes a lot of sense/Yeah, I could implement that strategy/Yeah, that all sounds good.” However, their yeah is always followed by but. “Yeah, I could definitely execute that strategy, but you don’t understand my situation/I’m too old/we don’t have the resources/it’s too time-consuming,” etc.
Leaders who want to be challenged and expand their agency ignore Dr. Yabut and embrace the possibilities.
A framework for thinking big: The Three A’s
One of the most powerful things I’ve ever heard about growth, potential and regret came from one of my mentors, who shared with me his definition of hell on earth. He told me, “Hell on earth is getting to the last day of your life and coming face to face with the person you could have become, if only.” What a frightening prospect!
Personally, I imagine myself as an old man, knowing that the end is near and seeing a young, vital version of me enter the room. “Brent, you won’t believe the life I’ve lived,” he says. “I took a chance starting that business, which turned out great.
“What’s more, I traveled the world and built a successful career, all without sacrificing wonderful relationships with my wife and kids. I did all the things you thought about doing but never did. You sure missed out on a lot.”
That may sound depressing, but it doesn’t have to be! You have the power to rewrite your script by changing your mindset and behaviors. Here is what you can do now to forestall tomorrow’s regrets.
- Awareness—See it. What’s your purpose? Whether you’re 20 or 80, you should still have goals and dreams. Sadly, many agency leaders lack clarity and conviction. They really don’t know where they’re going, so they tend to settle for less.
I discovered this years ago when I worked at an agency and was struggling to figure out if I had a future there or whether to explore my options. At the time, I was in my early 30s and had young kids, and the agency had new owners. So, I asked them, “What do you envision for this agency in three, five or 10 years?”
I was expecting them to be excited about the future and share their plans to build the business. Instead, they pointed to the producers’ desks and said they hoped to keep the seats filled and maintain the status quo. While I appreciated their honesty, their goals were not clear or convicted; they had no compelling vision. They simply wanted to survive, not thrive.
Have you thought about what you really want for yourself and your team? Surely, it must be more than, “I hope we can keep the doors open.”
Many agencies settle for less because they’re not aiming high enough if they’re aiming at all. One of my favorite quotes from The 80/20 CEO is, “An unaimed arrow never misses.” How true! The unaimed arrow is going to land somewhere but it’s not intentional.
The same goes for agencies that lack direction. If you don’t know where you’re going, you may not land in the wrong spot, but you probably won’t land in the right one, either.
- Action—Do it. Once you are aware of what you truly want, you must do it. You don’t need more ideas; you need a decisive plan of action. No doubt you’ve heard luck defined as opportunity meeting preparation.
I believe there’s more to it. You also must act on the opportunity. I’m always amazed by people who are well prepared to seize an opportunity but then put off doing anything about it. Time and again, they willingly let opportunity pass them by.
Frequently, missed opportunities are less a matter of laziness than overthinking. Weighing every option and potential outcome can be paralyzing. A mentor once told me that sometimes you need to jump and build your wings on the way down. He was right. This is not about acting recklessly; it’s about moving forward.
It’s true that the longest journey begins with a single step. However, you may not reach your destination unless you have a MAP (Massive Action Plan) in place. For example, let’s say that I want to run a marathon. My first step would be to go online and register. Next, I’d download the requirements and then submit my application.
My MAP would also include: telling my friends that I’m running a marathon; buying some good running shoes; starting a training program; paying the entry fee; and finally, running the race. Unlike thinking about or hoping to do something, a MAP helps you fulfill your commitment.
Consider the following when creating your MAP:
o Specify. Who needs to be involved?
o Plan. What is the actual plan? What are the measurable steps you’ll take to see it through?
o Implement. What’s the timeline? When and how are you going to do this?
o Track. As you execute your action plan, how do you measure your results? Is it working? What have you learned? Do you need to improve it? If all of this isn’t laid out beforehand and tracked, it’s going to fizzle.
Accountability—Own it. There’s a difference between responsibility and accountability, and both are important. You can be responsible for a project, but every member of your project team must be held accountable for their part. Who is responsible for keeping the group on track? Who owns it if the group’s efforts fail?
If you don’t have clarity, conviction and awareness about your agency’s mission or goals, you’ll never have accountability. Accountability is about instilling positive behaviors, actions and habits. Holding a producer accountable for hitting certain numbers at year’s end is not useful because you’re managing numbers, not behaviors.
Further, if they don’t reach their goal, telling them “you need to do better” is not helpful or clear. You’re far more likely to produce positive results by holding producers accountable for where they fell short and discussing what they need to do to improve.
Remember, accountability is not about a leader telling people what to do and then not participating in the plan. Accountability is a two-way street. That’s what the Sitkins Two-Way Promise is built upon—fostering appreciation, respect and trust. Leaders and team members commit to one another; they both have skin in the game. That way, if one side isn’t doing what they agreed to, they can call the other on it.
The key to achieving your goals is to define and document what needs to be done, because when something is written down, it becomes more real. So, if you really want buy-in from people, a two-way promise is beneficial.
It’s all in how you think
Your behaviors, and ultimately your results, are driven by your beliefs. Maybe you are struggling with a process, strategy or action. It may not be the “thing” that’s affecting your results, but how you are thinking about the “thing.”
Far too often, our self-limiting beliefs and thoughts prevent us from achieving our goals and dreams. This can lead to major regrets at the end of life, when it’s too late to change. It doesn’t have to be that way. If you’re reading this column, you’re alive! That means there’s still time to change your mindset.
What internal barriers are preventing you from growing personally and professionally? Often, it’s not any specific thing that’s holding you back; it’s how you think about the thing. Do you believe the best things in life are for other people? If so, why not you?
The author
Brent Kelly, president of Sitkins Group, Inc., is a motivating influencer, coach and speaker who has a passion for helping insurance agencies maximize their performance. He spent 15 years in the insurance industry as a successful commercial lines producer and was named one of the top 12 young agents in the country in 2012. To help your agency gain clarity, build confidence, and improve culture, please contact him at brent@sitkins.com or visit sitkins.com. For a copy of the Management Action Plan discussed in this article, email support@sitkins.com.
