One of my favorite newspapers is the pink Financial Times (FT), a British-based daily that often has articles that often are buried by American media and are often very funny. British humor is usually pretty dry and the article I read from the weekend edition of the Times was no exception. (See www.ft.com)
The article was titled "Merkel heals rift with Prague on EU celebration" and covered the divisions that occurred between the Czech Republic and Germany preceding this weekend's festivities set to mark the 50th anniversary of the EU. These divisions were apparently based on what Czech president Vaclav Klaus thought was unilateral wording regarding the establishment of a constitution in the Berlin Declaration.
The FT's article went on to characterize the high points of the Berlin Declaration with the FT's own counterpoints. Here were a few that I found very funny.
Berlin Declaration: "We are united in our aim of placing the European Union on a renewed common basis before the European parliament elections in 2009."
What it really means, according to FT: "We have to save something from the wreckage of the EU constitution by then."
Berlin Declaration: "This European model combines economic success and social responsibility."
What it really means, according to the FT: "We can have it all: economic liberalism, job security, social benefits and long holidays."
Berlin Declaration: "The European Union will continue to promote democracy, stability and prosperity beyond its borders."
What it really means, according to the FT: "But don't count on ever being allowed to join if you're Turkey, Ukraine, Belarus or Moldova."
Good writing can be humorous, witty and even slightly mocking to be effective, but of course, you must be careful. The British press is much braver than the American press in this regard, but the effective use of humor can help ensure your readers finish your latest article, commercial or advertising.
Monday, March 26, 2007
Wednesday, March 21, 2007
Musings on the insurance industry . . .
Before my mother died, I called my insurance agent to ask if I could endorse workers’ compensation coverage onto my homeowner’s policy when my mother required in-home care. My agent was out of the office, but one of the other agents in his office gamely offered to help. He said he would research my question and get back to me.
A few days later, he called. “No,” he told me, “[the carrier] doesn’t offer an endorsement to add workers’ compensation coverage to your homeowner’s policy. But you don’t need it,” he counseled me.
“Why is that?” I asked.
“Well,” he said, “you have medical payments coverage on your policy that is no fault and liability coverage in case you’re negligible.”
“Negligent,” I said.
“Right, negligible,” he responded.
I didn’t correct him again. Maybe, I thought, after working in this industry for twenty years, I am negligible.
My father was the first independent agent in Sun City, Arizona. When he opened his agency, my mother soon began working there, earning her license. As a child, I believed being an insurance agent’s kid was a special kind of torture. Not only was insurance the scintillating topic at the dinner table most nights, my mother’s “you’re going to get us sued” lament seems to be permanently embedded in my brain.
Dad carried extra shingles in his car, and after windstorms he would climb onto his clients’ roofs to inspect them. He was never without his “bag of tricks,” as he called his tool pouch. His clients depended on him and appreciated him and his family dearly.
Our phone rang in the middle of the night. One of his insureds called my dad and told dad that his house was on fire.
“Have you called the fire department?” my dad asked.
“No,” was the panicked reply.
“Hang up the phone and call the fire department.” My father got up and went to his client’s house to help him.
I can’t count the times, late Sunday afternoons, my father would take me with him to see his insureds. We’d glide down the street in his Ford to the sounds of Lawrence Welk drifting out the open windows. I recall how their faces would light up when they opened their door to him. His clients were more than their premiums, most were his friends.
I learned what a sideswipe and a binder were before I knew how babies were made. It wasn’t so much that I chose this industry, but I knew the vernacular and I took my first job in an agency, never dreaming that I’d be in this business twenty years later. But my father instilled in both my brother and me, who now owns my parents’ agency, if not his love of this industry, at least a deep appreciation and respect for it.
The industry he knew was built on relationships. You knew your underwriters and you flew to the home office of the carriers you represented to meet the employees there. You interacted with your carrier’s claims adjusters, who were still in the field meeting with insureds and claimants and who—gasp—had undergone months of training both by the company and by older adjusters who mentored and taught them.
You supported industry associations like the Blue Goose and the Big I, and took pride in your reputation, built on honesty. It went without saying that my parents conducted themselves ethically both with their insureds and with the carriers, even when it meant losing business.
My father loved this industry because of the relationships he built, both with other industry people and with his clients. Even when he could barely see, his eyes blinded by macular degeneration, Dad was still writing business.
“This isn’t the industry it used to be,” he’d tell me with a sigh as we sat behind his barn, his place to unwind. It wasn’t until I was much older that I understood why he came home so many nights and didn’t want to talk. I began to feel that way now, too, not long before I opened my own business.
A few years before she retired, my mother submitted a homeowners’ application to one of her carriers. The application was turned down.
“I was really puzzled,” she told me, “because it was a really clean risk. (She knew because my father had visited the home and photographed it before he submitted the risk.)
“I decided to call the underwriter, whom I’d never met, to find out why he declined the risk,” my mother told me. “When I finally got him on the phone,” she said, “I asked him why he wouldn’t write the business.”
“Well,” he told her with irritation, “The roof has a two-ton air conditioner on it and it could come crashing through the roof at any moment!”
My mother, one of the kindest people I’ve ever met, patiently explained to him that a two-ton unit didn’t mean it weighed two tons. After she slowly described the risk to him, the underwriter agreed to write the policy.
My colleagues and I laugh about the stupidity we encounter in today’s industry, the lack of training, the lost work ethic, the unethical actions of some insurers that give the rest of the insurance professionals a bad reputation. But it’s a gallows humor. Mainly, they agree they're counting the days to retirement.
Maybe I’m wrong to be so negative. Perhaps the next generation of agents and underwriters, even the insurance MBAs and CEOs who now run the industry, will be the caliber of people my parents were. Perhaps, like a pendulum, the industry will eventually swing back toward common sense, professionalism, fairness and solid relationships.
But just when I despair that our industry is the only one gone mad, I see that we’re not alone with our problems. One of the adjusters who used to work for me talked to a plaintiff attorney about his client, who allegedly had fallen into a manhole due to a faulty cover. The adjuster was chortling over the attorney’s mangling of the phrase “res ipsa loquitor,” which the attorney pronounced “res ipsa loquashitor.”
Laughing, I suggested he call the attorney back to tell him we had completed our investigation and were denying the claim because we weren’t negligible.
If nothing else, this industry is still good for a laugh.
A few days later, he called. “No,” he told me, “[the carrier] doesn’t offer an endorsement to add workers’ compensation coverage to your homeowner’s policy. But you don’t need it,” he counseled me.
“Why is that?” I asked.
“Well,” he said, “you have medical payments coverage on your policy that is no fault and liability coverage in case you’re negligible.”
“Negligent,” I said.
“Right, negligible,” he responded.
I didn’t correct him again. Maybe, I thought, after working in this industry for twenty years, I am negligible.
My father was the first independent agent in Sun City, Arizona. When he opened his agency, my mother soon began working there, earning her license. As a child, I believed being an insurance agent’s kid was a special kind of torture. Not only was insurance the scintillating topic at the dinner table most nights, my mother’s “you’re going to get us sued” lament seems to be permanently embedded in my brain.
Dad carried extra shingles in his car, and after windstorms he would climb onto his clients’ roofs to inspect them. He was never without his “bag of tricks,” as he called his tool pouch. His clients depended on him and appreciated him and his family dearly.
Our phone rang in the middle of the night. One of his insureds called my dad and told dad that his house was on fire.
“Have you called the fire department?” my dad asked.
“No,” was the panicked reply.
“Hang up the phone and call the fire department.” My father got up and went to his client’s house to help him.
I can’t count the times, late Sunday afternoons, my father would take me with him to see his insureds. We’d glide down the street in his Ford to the sounds of Lawrence Welk drifting out the open windows. I recall how their faces would light up when they opened their door to him. His clients were more than their premiums, most were his friends.
I learned what a sideswipe and a binder were before I knew how babies were made. It wasn’t so much that I chose this industry, but I knew the vernacular and I took my first job in an agency, never dreaming that I’d be in this business twenty years later. But my father instilled in both my brother and me, who now owns my parents’ agency, if not his love of this industry, at least a deep appreciation and respect for it.
The industry he knew was built on relationships. You knew your underwriters and you flew to the home office of the carriers you represented to meet the employees there. You interacted with your carrier’s claims adjusters, who were still in the field meeting with insureds and claimants and who—gasp—had undergone months of training both by the company and by older adjusters who mentored and taught them.
You supported industry associations like the Blue Goose and the Big I, and took pride in your reputation, built on honesty. It went without saying that my parents conducted themselves ethically both with their insureds and with the carriers, even when it meant losing business.
My father loved this industry because of the relationships he built, both with other industry people and with his clients. Even when he could barely see, his eyes blinded by macular degeneration, Dad was still writing business.
“This isn’t the industry it used to be,” he’d tell me with a sigh as we sat behind his barn, his place to unwind. It wasn’t until I was much older that I understood why he came home so many nights and didn’t want to talk. I began to feel that way now, too, not long before I opened my own business.
A few years before she retired, my mother submitted a homeowners’ application to one of her carriers. The application was turned down.
“I was really puzzled,” she told me, “because it was a really clean risk. (She knew because my father had visited the home and photographed it before he submitted the risk.)
“I decided to call the underwriter, whom I’d never met, to find out why he declined the risk,” my mother told me. “When I finally got him on the phone,” she said, “I asked him why he wouldn’t write the business.”
“Well,” he told her with irritation, “The roof has a two-ton air conditioner on it and it could come crashing through the roof at any moment!”
My mother, one of the kindest people I’ve ever met, patiently explained to him that a two-ton unit didn’t mean it weighed two tons. After she slowly described the risk to him, the underwriter agreed to write the policy.
My colleagues and I laugh about the stupidity we encounter in today’s industry, the lack of training, the lost work ethic, the unethical actions of some insurers that give the rest of the insurance professionals a bad reputation. But it’s a gallows humor. Mainly, they agree they're counting the days to retirement.
Maybe I’m wrong to be so negative. Perhaps the next generation of agents and underwriters, even the insurance MBAs and CEOs who now run the industry, will be the caliber of people my parents were. Perhaps, like a pendulum, the industry will eventually swing back toward common sense, professionalism, fairness and solid relationships.
But just when I despair that our industry is the only one gone mad, I see that we’re not alone with our problems. One of the adjusters who used to work for me talked to a plaintiff attorney about his client, who allegedly had fallen into a manhole due to a faulty cover. The adjuster was chortling over the attorney’s mangling of the phrase “res ipsa loquitor,” which the attorney pronounced “res ipsa loquashitor.”
Laughing, I suggested he call the attorney back to tell him we had completed our investigation and were denying the claim because we weren’t negligible.
If nothing else, this industry is still good for a laugh.
Monday, March 19, 2007
Customer service is king in Charleston
I just spent a week in beautiful Charleston, South Carolina. I had ample time there to wander around Charleston and in and out of the shops and restaurants. One thing that struck me is the extreme friendliness of the people who served us.
The shop owners, the waitstaff and even the tour guides went that extra mile to learn a little bit about me and why I was in Charleston. They recommended sites to see, good restaurants and in short tried to make me feel important. At one restaurant when we asked about a particular dish, the waiter recommended a competitor's dish over her restaurant's version. When was the last time you recommended a competitor?
Customer service seems like a lost art to me and lately I've been frustrated plenty with poor service I've received. I have little control over my customer experience in a store or with a company; what I do have control over is where I open my wallet!
It pays to nurture your customers. Just one bad service experience may mean you not only lose that customer, but that madder-than-a-wet-hen customer spreads his or her service experience to many, many others, often years after the experience.
Stepping into Charleston reaffirmed my belief that customer service is still king.
The shop owners, the waitstaff and even the tour guides went that extra mile to learn a little bit about me and why I was in Charleston. They recommended sites to see, good restaurants and in short tried to make me feel important. At one restaurant when we asked about a particular dish, the waiter recommended a competitor's dish over her restaurant's version. When was the last time you recommended a competitor?
Customer service seems like a lost art to me and lately I've been frustrated plenty with poor service I've received. I have little control over my customer experience in a store or with a company; what I do have control over is where I open my wallet!
It pays to nurture your customers. Just one bad service experience may mean you not only lose that customer, but that madder-than-a-wet-hen customer spreads his or her service experience to many, many others, often years after the experience.
Stepping into Charleston reaffirmed my belief that customer service is still king.
Friday, March 9, 2007
New training module available
Those who manage workers' compensation claims know what I'm talking about. It is those sticky claims that linger on your loss runs year after year after year.
I'm just making available a training module called "Twenty Tips for Closing Workers' Compensation Claims." Drawn from my experience as a workers' compensation claims manager, the presentation presents practical and unusual methods that close those lingering workers' compensation claims.
I presented this module in a national teleconference to great reviews. I guarantee that the money you spend on this presentation will be recouped many, many times over by the claims you close as a result.
If you'd like more information regarding the presentation of this topic to your organization, please call me at (573) 638-3738.
I'm just making available a training module called "Twenty Tips for Closing Workers' Compensation Claims." Drawn from my experience as a workers' compensation claims manager, the presentation presents practical and unusual methods that close those lingering workers' compensation claims.
I presented this module in a national teleconference to great reviews. I guarantee that the money you spend on this presentation will be recouped many, many times over by the claims you close as a result.
If you'd like more information regarding the presentation of this topic to your organization, please call me at (573) 638-3738.
Thursday, March 8, 2007
"Everybody act medium"
In the course of developing a customer-service training program for a claims department, the manager I'm working with attended a customer-service training program in his hometown. I reviewed the handout he was given and one thing struck me.
It was a simple "saw" or saying that will stick in people's minds. The instructor gave a golden rule of customer service and cooperation. It's "Nobody act big; nobody act little; everybody act medium."
I'm not sure if that hits you, but it sure strikes me that there's a great deal of truth in that slogan. One of the problems in customer service is that usually due to one person's irritability, anger or rudeness, the other half of the equation gets his or her back up. Then, instead of solving the customer's problem, you have two angry egos scratching and clawing their way to nowhere.
If we can teach employees "not to act big" no matter how difficult the emotions of the person we face, we can resolve almost any problem.
When developing training, it's important to incorporate humor and anecdotes into your presentation. If you're relying on PowerPoint, it's simple to put speaker notes into each slide with one mouse click to remind yourself to conduct exercises, use a slogan, make a joke, tell a story, or even take a break.
I'd love to help you with your training needs. Call for a free consultation at (602) 870-3230. Until my next post, I'm going to act medium. How about you?
It was a simple "saw" or saying that will stick in people's minds. The instructor gave a golden rule of customer service and cooperation. It's "Nobody act big; nobody act little; everybody act medium."
I'm not sure if that hits you, but it sure strikes me that there's a great deal of truth in that slogan. One of the problems in customer service is that usually due to one person's irritability, anger or rudeness, the other half of the equation gets his or her back up. Then, instead of solving the customer's problem, you have two angry egos scratching and clawing their way to nowhere.
If we can teach employees "not to act big" no matter how difficult the emotions of the person we face, we can resolve almost any problem.
When developing training, it's important to incorporate humor and anecdotes into your presentation. If you're relying on PowerPoint, it's simple to put speaker notes into each slide with one mouse click to remind yourself to conduct exercises, use a slogan, make a joke, tell a story, or even take a break.
I'd love to help you with your training needs. Call for a free consultation at (602) 870-3230. Until my next post, I'm going to act medium. How about you?
Wednesday, March 7, 2007
A.M. Best seeks top brokers
Each year, A.M. Best completes an annual review's of top global insurance brokers. If your brokerage would like to participate, you may submit your information to http://www.bestreview.com/brokersurvey.html.
Listings feature key business data such as brokerage revenues and total revenues, plus top lines of business, significant developments in recent years and priorities for 2007 and 2008.
There is no cost for this service, but because of the wide readership of Best's, this may be a great investment in building your brand.
Listings feature key business data such as brokerage revenues and total revenues, plus top lines of business, significant developments in recent years and priorities for 2007 and 2008.
There is no cost for this service, but because of the wide readership of Best's, this may be a great investment in building your brand.
Monday, March 5, 2007
The ghostwriter
Most magazines have editorial calendars with monthly publication themes. A great way to get your message across to your public is to advertise in a trade journal.
Before you pay to advertise, however, how would you like to receive an entire page of free advertising? If you write a professional article for one of your favorite journals, you can.
If you've never written an article for publication, this may seem difficult. It's easier than you think. Most professionals have one or two or three areas where they consider themselves "experts." Why not share your expertise with an audience that can benefit and perhaps refer business to you based on your expertise?
Because of my background in public sector risk management, I often write for Public Risk, the magazine of the Public Risk Managers Association. It dovetails perfectly with my experience and allows me to keep my name in the public sector spotlight since public sector risk managers subscribe to this magazine. Best of all, it's free advertising. Articles build my credibility just as a published article can build yours.
You don't have to be a great writer to write an article. If you have a good idea, a ghostwriter can work with you and develop an article geared to your favorite publication, as well as write the query letter for you. All you have to do is devote an hour or two of time and a good ghostwriter can make you a expert in your field.
Becoming successful means building your brand by keeping your name and your knowledge in the spotlight. A ghostwriter can help. I'd be happy to provide a free consultation on your article idea.
Before you pay to advertise, however, how would you like to receive an entire page of free advertising? If you write a professional article for one of your favorite journals, you can.
If you've never written an article for publication, this may seem difficult. It's easier than you think. Most professionals have one or two or three areas where they consider themselves "experts." Why not share your expertise with an audience that can benefit and perhaps refer business to you based on your expertise?
Because of my background in public sector risk management, I often write for Public Risk, the magazine of the Public Risk Managers Association. It dovetails perfectly with my experience and allows me to keep my name in the public sector spotlight since public sector risk managers subscribe to this magazine. Best of all, it's free advertising. Articles build my credibility just as a published article can build yours.
You don't have to be a great writer to write an article. If you have a good idea, a ghostwriter can work with you and develop an article geared to your favorite publication, as well as write the query letter for you. All you have to do is devote an hour or two of time and a good ghostwriter can make you a expert in your field.
Becoming successful means building your brand by keeping your name and your knowledge in the spotlight. A ghostwriter can help. I'd be happy to provide a free consultation on your article idea.
P.S. No one needs to know that you didn't write every word. What happens in Missouri, stays in Missouri.
Thursday, March 1, 2007
Strategic Alliances
I was at a seminar recently for women entrepreneurs. It was amazing to see so many successful, networking women in one place. The interesting part I found as I visited the various trade booths and chatted with participants was how many people seemed genuinely interested in helping me to succeed.
My business motto is "Making you successful makes me successful." Simply put, much of that means building strategic alliances. Is your company making the most of its strategic alliance capability?
I love Wikipedia, an encyclopedia written by the masses. Wiki defines "strategic alliances" as "a formal relationship formed between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations. . . . The alliance is a cooperation or collaboration which aims for a synergy where each partner hopes that the benefits from the alliance will be greater than those from individual efforts."
I agree with that definition with one caveat. The smaller the business organization, the less "formal" the relationship must be. For example, at times I work closely with design houses, advertising agencies and printers to ensure finished products I create look professional. I give them business and in exchange, they refer people to me. That's a strategic alliance. There is no "formal" agreement; there is only an informal relationship that I build through my integrity, excellent work product and referrals.
Independent adjusters are struggling in today's market as carriers reduce outsourced claims handling. The assignments that are coming in are usually from national carriers. I have friends who own firms in Phoenix, the East Bay in California, and Los Angeles. I've long recommended they team up. The Phoenix adjuster can pitch their counterparts' services from the East Bay or their strategic partner in Los Angeles, and the L.A. adjuster can do the same for the East Bay or Phoenix adjusters.
I'm confident referring these three to each other because I personally know their work product is impeccable. Based on my referral, have these adjusters taken that step to ally? You probably can guess the answer.
One is too shy, one is too busy, and the third procrastinates. I've stopped recommending they do so. There's a lesson in this. If someone offers to introduce you to someone or refer you to someone, jump on it like a cat on a canary. They probably won't offer a second time.
Are you making the most of your strategic alliances?
My business motto is "Making you successful makes me successful." Simply put, much of that means building strategic alliances. Is your company making the most of its strategic alliance capability?
I love Wikipedia, an encyclopedia written by the masses. Wiki defines "strategic alliances" as "a formal relationship formed between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations. . . . The alliance is a cooperation or collaboration which aims for a synergy where each partner hopes that the benefits from the alliance will be greater than those from individual efforts."
I agree with that definition with one caveat. The smaller the business organization, the less "formal" the relationship must be. For example, at times I work closely with design houses, advertising agencies and printers to ensure finished products I create look professional. I give them business and in exchange, they refer people to me. That's a strategic alliance. There is no "formal" agreement; there is only an informal relationship that I build through my integrity, excellent work product and referrals.
Independent adjusters are struggling in today's market as carriers reduce outsourced claims handling. The assignments that are coming in are usually from national carriers. I have friends who own firms in Phoenix, the East Bay in California, and Los Angeles. I've long recommended they team up. The Phoenix adjuster can pitch their counterparts' services from the East Bay or their strategic partner in Los Angeles, and the L.A. adjuster can do the same for the East Bay or Phoenix adjusters.
I'm confident referring these three to each other because I personally know their work product is impeccable. Based on my referral, have these adjusters taken that step to ally? You probably can guess the answer.
One is too shy, one is too busy, and the third procrastinates. I've stopped recommending they do so. There's a lesson in this. If someone offers to introduce you to someone or refer you to someone, jump on it like a cat on a canary. They probably won't offer a second time.
Are you making the most of your strategic alliances?
Tuesday, February 27, 2007
Have we forgotten something fundamental in claims handling?
I'm developing a customer service training for adjusters and supervisors for a national carrier. Before we began developing this training, we reviewed the complaints the claim managers received from various customers and agents. One particular complaint chrystalized the focus of the training.
Insureds and claimants were complaining about the length of time it was taking to achieve settlement. Adjuster were responding defensively, saying, "We're within legal time limits." Wow, now that helps the customer feel better, doesn't it?
To reduce complaints, adjusters need to be reminded that they aren't just technicians, they are providing a valuable service to the customer. As I worked with this claim manager, I recalled just how much my early mentors taught me as I learned claims handling the old-fashioned way.
I was trained in the days where we usually, after rigorous training, learned in the field at the hands of old-time claims handlers. One of the first things I remember when I was still handling med-only and small non-injury claims was these words of my boss. "We're much closer to social workers than we are adjusters," he maintained. Over the years, I've rememberd that phrase many times as I've dealt with the emotional aftermath in people's lives that claims frequently leave.
When I was a claim manager, it became my philosophy that I couldn't get mad at my adjusters when they made mistakes such as stating something like "We're within legal time limits" if they didn't know any better. It was up to me to ferret out where the problems lay with my staff members, and it was always slightly different with each one, and then train to those shortcomings.
My thought about this exchange and some of the other complaints made me realize that their adjusters were missing a critical step in the adjusting process. Everything the adjuster does is to ensure that both sides, and this includes the insured, receive an equitable settlement.
If the adjuster lays the groundwork by explaining in the first few conversations with the customer that the process may take some time because the settlement must be fair to both sides, customers may not complain as frequently about the length of the process. If they do, the adjuster can remind the insured or claimant of what was said early in the process, that it's in both parties best interest to be as thorough as possible.
Rather than saying "We're within the time limits," we must change adjusters' mindsets to "I understand how frustrated you must be with the length of the time this is taking. However, we want to make sure that you receive a fair and equitable settlement! That’s why you pay premiums."
If the adjuster knows that it is his or her job to achieve a settlement that is fair to both sides of the contract or event, and can articulate that thought early in the process, then complaints will drop. Then claim managers can spend time supervising people, not problems.
Insureds and claimants were complaining about the length of time it was taking to achieve settlement. Adjuster were responding defensively, saying, "We're within legal time limits." Wow, now that helps the customer feel better, doesn't it?
To reduce complaints, adjusters need to be reminded that they aren't just technicians, they are providing a valuable service to the customer. As I worked with this claim manager, I recalled just how much my early mentors taught me as I learned claims handling the old-fashioned way.
I was trained in the days where we usually, after rigorous training, learned in the field at the hands of old-time claims handlers. One of the first things I remember when I was still handling med-only and small non-injury claims was these words of my boss. "We're much closer to social workers than we are adjusters," he maintained. Over the years, I've rememberd that phrase many times as I've dealt with the emotional aftermath in people's lives that claims frequently leave.
When I was a claim manager, it became my philosophy that I couldn't get mad at my adjusters when they made mistakes such as stating something like "We're within legal time limits" if they didn't know any better. It was up to me to ferret out where the problems lay with my staff members, and it was always slightly different with each one, and then train to those shortcomings.
My thought about this exchange and some of the other complaints made me realize that their adjusters were missing a critical step in the adjusting process. Everything the adjuster does is to ensure that both sides, and this includes the insured, receive an equitable settlement.
If the adjuster lays the groundwork by explaining in the first few conversations with the customer that the process may take some time because the settlement must be fair to both sides, customers may not complain as frequently about the length of the process. If they do, the adjuster can remind the insured or claimant of what was said early in the process, that it's in both parties best interest to be as thorough as possible.
Rather than saying "We're within the time limits," we must change adjusters' mindsets to "I understand how frustrated you must be with the length of the time this is taking. However, we want to make sure that you receive a fair and equitable settlement! That’s why you pay premiums."
If the adjuster knows that it is his or her job to achieve a settlement that is fair to both sides of the contract or event, and can articulate that thought early in the process, then complaints will drop. Then claim managers can spend time supervising people, not problems.
Monday, February 26, 2007
Tapping into trends
Companies get rich spotting trends. Insurance trends are no different. Take the market cycle, for example. If you can spot the next hard market and can position yourself correctly, you stand to be a go-to guy or gal when businesses look for alternative markets for their coverage or explore self-funding. The question is, how do you affiliate your business with an upcoming trend?
The answer lies in marketing. As we've noted before, there are two ways to look at advertising and marketing. Are you looking of short term income or long-term visibility? Branding your business is positioning yourself for visibility so that when people have a problem and look for a solution, they think of you. To be in that enviable position, you must spend time and money building your brand.
Spotting trends takes time. One must continually scan the horizon, looking for "secondary research"; articles; word of mouth from managers who are facing a difficult problem (read here networking); web presentations; white papers, attending industry seminars; anything that addresses an emerging problem or trend that you may help solve.
Here's a quick example. The Insurance Institute of America (IIA) recently gave a lengthy presentation that outlined several upcoming trends that will negatively impact workers' compensation payouts. Two of the issues are 1) obesity and 2) returning Gulf veterans.
If you're a provider of workers' compensation or medical services, wouldn't it make sense for you to be on the cutting end of that trend? If you're a business owner who may be impacted, shouldnt' you begin addressing the issue now before the problem is fully emerged?
How can a consulting firm help you? Simple. I stay abreast of trends in the industry. I spend hours each day researching insurance-related topics, attend seminars and find ways to address these trends. I also assist my clients to increase their visibility in areas where their services are not only needed but where they can beat others to the trend.
If I can help you determine which trends your company may want to focus on, please give me a call. We'll chat. Or if you'd like a copy of this important IIA presentation, email me via my website and I'll be happy to share it with you.
The answer lies in marketing. As we've noted before, there are two ways to look at advertising and marketing. Are you looking of short term income or long-term visibility? Branding your business is positioning yourself for visibility so that when people have a problem and look for a solution, they think of you. To be in that enviable position, you must spend time and money building your brand.
Spotting trends takes time. One must continually scan the horizon, looking for "secondary research"; articles; word of mouth from managers who are facing a difficult problem (read here networking); web presentations; white papers, attending industry seminars; anything that addresses an emerging problem or trend that you may help solve.
Here's a quick example. The Insurance Institute of America (IIA) recently gave a lengthy presentation that outlined several upcoming trends that will negatively impact workers' compensation payouts. Two of the issues are 1) obesity and 2) returning Gulf veterans.
If you're a provider of workers' compensation or medical services, wouldn't it make sense for you to be on the cutting end of that trend? If you're a business owner who may be impacted, shouldnt' you begin addressing the issue now before the problem is fully emerged?
How can a consulting firm help you? Simple. I stay abreast of trends in the industry. I spend hours each day researching insurance-related topics, attend seminars and find ways to address these trends. I also assist my clients to increase their visibility in areas where their services are not only needed but where they can beat others to the trend.
If I can help you determine which trends your company may want to focus on, please give me a call. We'll chat. Or if you'd like a copy of this important IIA presentation, email me via my website and I'll be happy to share it with you.
Friday, February 23, 2007
Cell phone etiquette
Yesterday was a special day for me so five of my friends wrangled me up and took me to our local country club for lunch. Two of the six had ear pieces on their phones that were so inconspicuous that we soon forgot they were there. That is until we heard them say something and we thought, one or the other of us, that they were talking to us.
Since several of them were professionals, I understand it's hard to take a long lunch and miss out on calls. But speaking strictly for me, I don't want to hear a hoochy-mama ring tone when I'm sitting in the country club. Next, I don't want to listen as someone argues with her mother about who is picking up the dog from the groomer. And finally, has etiquette changed so much that it is now considered "appropriate" to take phone calls while entertaining? Even our host talked on her cell phone each time it rang.
I am sure that you've about had it with cell phones yourself, unless you're one of those habitual cell phone users that ignore studies like a recent University of Nevada study that showed that those talking on cell phones and driving were as impaired as if they were legally drunk. I am sure you can tell tales of almost being plowed into in intersections by cell phone users who "Oops!" missed a red light. I hate when that happens.
My point is this: Just because people do it so much it seems routine doesn't make it socially acceptable. I love my gal friends, but lunch would have been more fun sans cell phone calls.
My recent article on instituting a cell phone policy just came out in Public Risk, a national magazine for the Public Risk Managers of America. I'd love to help you put together a cell-phone policy for your organization that works.
Since several of them were professionals, I understand it's hard to take a long lunch and miss out on calls. But speaking strictly for me, I don't want to hear a hoochy-mama ring tone when I'm sitting in the country club. Next, I don't want to listen as someone argues with her mother about who is picking up the dog from the groomer. And finally, has etiquette changed so much that it is now considered "appropriate" to take phone calls while entertaining? Even our host talked on her cell phone each time it rang.
I am sure that you've about had it with cell phones yourself, unless you're one of those habitual cell phone users that ignore studies like a recent University of Nevada study that showed that those talking on cell phones and driving were as impaired as if they were legally drunk. I am sure you can tell tales of almost being plowed into in intersections by cell phone users who "Oops!" missed a red light. I hate when that happens.
My point is this: Just because people do it so much it seems routine doesn't make it socially acceptable. I love my gal friends, but lunch would have been more fun sans cell phone calls.
My recent article on instituting a cell phone policy just came out in Public Risk, a national magazine for the Public Risk Managers of America. I'd love to help you put together a cell-phone policy for your organization that works.
Monday, February 19, 2007
e-mail mistakes
We've been using e-mail now for many years, and we think we know what we're doing, right? Perhaps, but judging from the e-mails I watch come across my server, I'm not so sure. Here's a list of top ten e-mail mistakes.
- Failing to spellcheck. Did you know most e-mail programs can be quickly spellchecked prior to sending with one click of a button? If your program isn't set up for spellcheck, get help! E-mails are still considered "business" communications and are subject to grammar and punctuation rules just like more formal business communications.
- Disseminating important policy via e-mail. If it's important enough for employees to read and follow, it should be placed in a formal document and attached so that employees can download and save the attachment. This also helps strengthen the formality of your policies and procedures.
- Sending e-mails too hastily. Re-read your e-mail and have others vet important communications before you send them!
- Failing to use gender-neutral language. Most people are generally upset when "left out" in the gender category.
- Sending an e-mail to the wrong recipient! Be sure that who you send the e-mail to is the intended recipient, especially if the e-mail contains confidential information.
- Don't ask for "read receipts" since this can annoy already annoyed, busy individuals.
- Don't copy unnecessary readers. Target your e-mail only to those who truly require the information you're providing.
- Straying from the topic. Don't wander all over the place with several, unrelated subjects.
- Using unprofessional language. Slang and profanity are out of place in all business communications.
- Awkward communications. If your e-mail is truly important to your organization or it's a topic that you use again and again to send to prospective clients, consider a professional writer, who can edit or hone your message to its most critical points.
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