Top 5 Mistakes When Onboarding a New Agent and How to Avoid Them

OCTOBER 20, 2017 

A DMI MDRT TOP OF THE TABLE PRODUCER WITH OVER 25 YEARS OF EXPERIENCE 

So, you are an experienced agent and you are either looking for a successor or you are looking to grow your practice by adding a new agent (or even both). As Lee Corso says, “not so fast my friend”. The challenges of onboarding a new agent can be significant and costly. I know. I've done it.

Speaking from personal experience, here are the top 5 challenges I experience.

1. Underestimating the Importance of Training

We have a lack of quality training in our industry. Even if the agent you are bringing on is “experienced," you need to spend time training your recruit thoroughly. Do not assume they have the sales skills to hit the ground running. Your investment in mentorship and joint work will pay dividends! 

Focus on a one-on-one mentorship. Have your new advisor shadow you for up to six months to get a feel for your business. For example, take them on your sales calls. Modeling how your business operates for an extensive period will be the best training for your new recruit.

2. Setting Unrealistic Expectations

For a person who lives 100% off of commission, it's an easy mistake to expect too much too soon. But, in this business, for 99.9% of new agents, it takes years (not months) to create any meaningful revenue. Your new agent sees your success and has no idea what commitment, time, effort and FAILURE it took for you to become a master. And, with your bottom line staring you in the face, it's easy to become frustrated with the time it takes for your new hire to really start producing. But, this is not fair to you and certainly not fair to them.

Instead, set attainable goals. Don’t expect to see any substantial revenue for 4-6 months. Focus on ensuring they understand the sales process, which includes understanding the needs of the client come first. Make sure they can speak knowledgably about your products. Knowing the product is critical to their success. Circling back to #1: provide comprehensive training and revenue will follow.

3. Losing Sight of Your Business

Prioritizing training your new agent can easily turn into hand-holding, which turns into business slow-down. While you absolultey need to provide training for your new team member, you must at all costs avoid helicopter training (aka hovering).

Again, job shadowing is the name of the game. You’re modeling what they should be doing, rather than holding his/her hand. This puts the onus on the new advisor to pay attention and ask questions when clarification is needed. You brought them on because of their intelligence and drive. This is where the rubber meets the road. 

4. Allowing your new agent to focus on the money

If the first question a prospective agent asks you is, “how much money can I make,” run, don’t walk, away from them. Immediately burn that resume. Focus on the income, and your prospects will sniff you out! 

In my practice, we focus on our clients' problems. We know our revenue amount directly correlates with the number of problems we solve. Show your new advisor copies of claim checks and explain how that family felt being protected and then, in turn, how that helped your business. Communicate that his/her focus should always be serving your clients. If you focus on solving problems, income always follows. 

5. Setting a Bad Example

This is perhaps the most common, and most harmful, mistake. As we see more success, it's an easy mistake to think since this is our business it's our prerogative to start the day a little later and maybe shut the office down early.

Remember, the new agent to your office is watching everything you do, just like your children did. they look up to you as an example. Speak badly about customers or your carrier partners and they'll learn from you! Demonstrate that, in sales, you are your only job security. You need to have urgency and to be impeccable with your word. The only activities during prime business hours are those that lead to profit (ie: prospecting, closing and servicing). Your clients and carrier partners keep you in business, speak of them respectfully and with integrity. How you speak of them when they are absent will resonate with your new protégé. 

There are fewer rewards greater than onboarding a new agent into this great business of ours and watching them succeed, especially if it is one of your children. I have been blessed to have my two sons join my practice, and it has made me a better producer and gives my clients the assurance that if something happens to me that they will be cared for! Share your practice with a new agent with the same dignity and pride that you put into building your practice. 

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