Too few are measuring the most important numbers of your business, so you're not in a position to make the proper adjustment as you work to grow.

Many fall into the industry, find success, go out on their own, hire a couple of "accidental" team members and wake up one day with an accidental business.

But "fail" is. And, to avoid failing, agents and brokers must reframe their approach to accountability so it isn't seen as a negative.

Most agents never get around to asking clients for referrals to prospects--but even those who do almost always miss a key point.

Reward high performers the same way you reward average performers, and you will soon find yourself with a whole bunch of average.

Whether you like it or not, you have a personal brand. A powerful one differentiation you and creates an emotional connection with your audience.

I can appreciate the job's difficulty. But I swear, at times, it seems like salespeople are intentionally making their job harder.

Yes, relationships matter, but they're only a tiebreaker. The key lies elsewhere. And, no, it shouldn't take two to three years to develop a client.

Is earning trust brag-worthy? Isn't trust the minimum for an adviser-client relationship? The real goal should be achieving "go-to" status.

Chances are, you have natural gifts. However, many of the skills you need must be developed, nurtured and maintained intentionally.

The last thing that clients want in these crazy times is the thought of anything else being disrupted. They want relief. Lead them there, my friend.

It is no longer enough to show up with a fancy spreadsheet, promises of better service and a capabilities presentation.

While agencies have survived without a strong marketing strategy and plan in the past, those days are long over.

If you find yourself claiming that your agency wins by providing better service, you really need to rethink your message.

Speaking to the needs of today’s buyer is different than before. The hardest work takes place way earlier than it has in the past.

However unfair, benefits advisers need to brace themselves for the picture that Bezos/Buffett/Dimon are about to paint of them.

You are being underpaid on half your book of business while being overpaid by the top tier. You must address both discrepancies.

Those health advisers who emerge on the other side will find there has NEVER been a more exciting or rewarding time to be in this industry.

Direct-pay programs, where purchasers/consumers are contracting directly with the providers of care, show great promise.

More than disrupting an industry, Zenefits has built an organization that is disrupting people’s lives—and not in a positive way.