Friday, May 12, 2017

How Many Light Bulbs Does it Take to Screw (In) the Client?

Here is the good news.  Your bankers, money managers, attorneys, insurance agents, fee based planners and CPA’s and other financial experts probably know more than you do.  This means that they can help you solve problems that would have been tough to solve on your own.

Here is the bad news.  You have to find half a dozen of these type of people to completely optimize your financial profile.  And that’s only if the half dozen you find are good at their jobs.

I feel a rant coming on.  I can give you examples out the wazoo of how asking simple questions of my clients has lead to discovering major gaps in planning.  For those of you who do not know me, I am really just an insurance salesman… and I really just mean life insurance as that makes up the bulk of my business.  Over the years, I have learned a little bit about everything my clients could do to complete their financial framework and do so, the best way.

Best?  Yes, that is a good enough word for it.  For me, it started in my mid 20’s finding the best insurance for my customers all over the country who found me through the internet.  To me, this meant getting the coverage that perfectly serves its purpose at the best price in the market.  Not many insurance agents sell insurance this way because they don’t know any better or don’t care.

In order to figure out how to discover the purpose of the coverage, I had to learn what questions to ask the client.  Most of my questions bleed over to the expertise realm of the other financial pros because I need that info to make the right call.  The more good answers I got, the more curious I became.  Like a 3 year old, “Why?” is a favorite question of mine… and it seems to me that “I don’t know” might be the most popular answer.

Who is at fault?  Most of the time it is the banker, insurance agent, attorney, money manager, and CPA.  The reason they are to blame is that they refuse to get good at asking questions about other aspects of their clients’ financial lives.  Because of this, the client misses opportunities to learn and improve each time.

Here are some examples:

Cpa: Does taxes thinking only about last year and next year.  Does not ask about insurance, or estate docs. and often does not even offer tax planning solutions because they have 200 other returns to do before the 15th.

Banker: Loan quotas, checking accounts, credit cards.  Some of them have daily calls from the higher up’s who are pushing these products.  The guys on the ground are forced into being short sighted in order to help the regional managers meet their goals.

Attorney:  Always afraid of saying the wrong thing.  They often refuse to partner with experts in tax, insurance, and wealth management.

Insurance agents:  Trying to make a sale for a weekly goal, or just plain product pitching.  The bulk of these guys are very weak in knowledge even about insurance and especially about other financial issues.  FYI: It takes 3 days to get an insurance license.  

Money managers/Financial planners:  These guys think no financial activity should be considered but through them... And since they often do not know much about insurance, they don’t mention it. Or they don’t because they think it cheapens them.  As if that could be a thing.  I have had conversations with many of these guys who say their clients don’t need insurance.  My response… “Would you put that in writing?”



It isn’t as if everyone in these professions are inept at leading their clients down the right path and helping to fully optimize their financial picture.  It is though, that it can be difficult for a client to find the right person for the job.  I meet very smart and successful people all the time who have puzzle pieces missing that one of these professionals above should have caught years earlier.  It isn’t the client’s fault.  Who has time to sort through dozens of potential problem solvers to find the right one?

I don’t mean to rob you of confidence in the work that some of these professionals can do.  I have seen and continue to see stellar work done by colleagues and competitors.  What I am telling you is that you need to find professionals who know more than their business card would indicate.  Be a smart client.  Do not take your friends or family’s endorsement blindly either.  Ask good, specific questions.  When you get their answers, ask why?  You’ll know it when you find the right person to help you… And if you can’t find the right person, let me know and I will point you in the right direction.

Brevity & Associates
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Tuesday, May 2, 2017

The Availability Heuristic and The Proclaimers

Availability is a cognitive heuristic in which a decision maker relies upon knowledge that is readily available rather than examine other alternatives or procedures.  It uses strength of association for the judgement of frequency.  For example, one may assess the divorce rate in a given community by recalling divorces among one’s acquaintances.


Smokers who have never known someone to die of a smoking-related illness might underestimate the health risks of smoking.  The problem with relying on this kind of shortcut to judgment is that it often leads to poor estimates and bad decisions.  




This bias seems prevalent in many walks of life.  The news industry can even contribute with a little help from the human mind.  Remember the Ebola panic of 2014?   News of a rare disease in this country caused something just short of hysteria among the American population. Why? Because the media went wild. Article after article surfaced with the tiniest developments in the American cases.  In fact, the total confirmed cases of Ebola in the US were only 4.  The only actual transmission of Ebola in the United States occurred when a man in the last stages of the disease (most contagious) transmitted it to his healthcare professionals.  The others recovered and were discharged.




The financial services business is no exception.  Here is a response we have heard countless times as we have tried to arm our insurance consulting partners with solutions to assist their clients:


“That is too expensive.  My client would never buy that.”


Who is it too expensive for?  You the advisor?  Remember your financial situation is different.


The next response is:


“I’ve never had client spend(fill in the number)... $500/mo for coverage.”


So they don’t exist?  Sure they do.  You probably have some existing clients who would be very underinsured if they are only spending $500 per month.  Would you try to insure a skyscraper for what you pay in homeowners insurance?  Open your brain.


Many insurance agents look at what a client currently has and provide a lightning fast reflex type response: I can do it for Cheaper. Why?  Because saving someone money is the way to earn their business?  That’s the Availability Heuristic whispering in your ear.  Until you know someone’s entire financial picture, you cannot know if something less costly is better or worse.  


Also, not every dollar spent should be seen as a pure cost.  Look at the benefit it provides.  It could be piece of mind, business continuity, tax benefits, improved employee morale etc.  Let’s start from the beginning and use reason and logic to get our answers on how best to serve the client.


What about self serving bias.  People tend to give themselves credit for successes but lay the blame for failures on outside causes. When you do well on a project, you probably assume that it’s because you worked hard. But when things turn out badly, you are more likely to blame it on circumstances or bad luck. This bias does serve an important role; it helps protect our self-esteem. However, it does often lead to faulty attributions, such as blaming others for our own shortcomings.


We see our consulting clients push back.  Many find it tough get beyond this bias.  They use their own failures or successes as a guide to what they think the whole buying population wants.  One too many failures or successes early in their career can shape the rest of their work life.  Here are some of the things we have heard our consulting clients say:


  1. My clients only buy term insurance
  2. My clients don’t want to do health exams
  3. My clients like what I sell them
  4. My clients don’t buy life insurance
  5. My clients do what I say
  6. Term insurance is a bad deal, why would anyone buy it?
  7. I just sell (blank) because that’s what I know
  8. Disability/LTC is too expensive


These people have all shaped their opinions over time toward what creates less pain for them.  This leaves no room for the flexibility to really do the right thing for every client.  How many opportunities are you missing because of this mindset?  Why wouldn’t you want to have every feasible option availability so as to not limit yourself and in doing so provide a better client experience?  Don’t let the pain of possible failure be a roadblock.

I’m fairly confident The Proclaimers were in customer service prior to starting a band.  As a homage they wrote in 2 lines for song you can’t get out of your head.




When I'm working yes I know I'm gonna be
I'm gonna be the man who's working hard for you

I would expect most financial professionals say they are indeed doing so.  Many times their actions don’t reflect that.  They may not even realize they have a bias.  Take this as some cold water (or slap) to your face to snap you out of these tendencies.  Now that you know (half the battle) put in the real work to improve.

Friday, April 14, 2017

What do Bill Lumbergh and Warren Buffett have in common?

I have always thought of fictional Bill Lumbergh as a middle management puppet.  As I reexamine I see him more as a Warren Buffett disciple.  Lumbergh was smart enough to bring in a pair of consultants to analyze his company, Initech.  As part of his introduction of the consultants(the Bobs) to his employees a banner is hung and the buzz phrase is established.

With every decision you make is this good for the company?  


I don’t think this cinematic excellence pushed me down that path but, now I am one of the Bobs.   My business partner and I have a strong distaste for Michael Bolton music.

As simple as the phrase is we often see making decisions that are good for the company isn’t easy.  Warren Buffett writes about a concept that he calls the “institutional imperative”. The premise is any institution's inherent propensity to do dumb things simply for the sake of doing them. In his 1989 shareholder letter to investors, Buffett opines:

“I thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play.”



The institutional imperative can take many forms.  

Publicly traded companies who overly focus on the current stock price, often pressuring Wall Street analysts about their investment rating, are all part of the institutional imperative. Focusing on the stock price or caring about Wall Street’s investment rating is counterproductive. This behavior creates a major distraction for company management from focusing on what is important— running the business.

We see it with financial services companies and insurance agencies.  Their top priority is getting new clients.  It is #2 as well.  Is that new client going to be as profitable as an existing client?  Have you maximized your existing portfolio?  Have you as the owner improved your expertise and given the same mandate for your employees?  The focus is on the wrong thing.  It starts at the top.

This seems to be particularly true if the institution in question is a bank. Take, for instance, the industry's love affair with auto leasing back in the 1990s. For a while, the business generated solid returns. Then, as is to be expected, competition intensified and returns fell to unacceptably low levels. Did most banks curtail originations or exit the business when profits began to dry up? Nope. Most hung on doggedly until profits turned into losses that eventually proved ruinous. Board members should insist on being regularly briefed on the profitability levels of various product lines and market segments, and should encourage management to make any needed changes before profit levels become unacceptable.



Maybe this is a stretch but, I never would have pegged Bill Lumbergh as a forward thinker.  He clearly had to intuition to bring in a consultant group to better assess his company.  Was he too close to situation to truly gage company efficiency?  Perhaps.  Was he a Warren Buffett protege implementing Berkshire Hathaway’s approach to business?  Signs point to yes.

Tuesday, March 14, 2017

The Pleat of Your Jeans (Cut of Your Jib)

Hey, the 80’s called, they want their pleated stone washed dad jeans back.  


I thought about something today.  My mind wanders, you see.  It has been a lifelong condition.  What I thought about was this.  What would be the goofiest clothing you could wear in front of your client and still close the deal?  Really think about it.  And if you have the stones, test your theory or challenge a colleague to a contest of creativity and will.  


A lot of us really “dress for success” because we believe that it boosts credibility.  This builds confidence, lowers fear of rejection and puts the wearer of those fine duds (at least in his or her mind) in a better starting place.  We play dress up to go on dates for the same reason.  We want to look our best, right?  There’s nothing wrong with that.  We want our clients to have the best experience that we can create for them.  Sometimes a casual approach is best for the client.  Other times, a more serious look is better.
Image result for men's pleated jeans 80's


But, won’t some people always pull it off a bit better?  Someone is always going to be taller, have better shoes, nicer hair, a smaller belt size or more desirable bone structure.  Some people are born wealthy, or are naturally smart or talented.  Someone will always have the upper hand in some regards and there isn’t a damned thing you can do about it.


However.. In other ways, the ways that count the most, you can outclass your most worthy adversaries.  Think about the thing you do best or know most about.  This might not be work related, but I’d bet that it’s something you care about.  If you’re a great surfer because you love it so much that you’ve worked at it, spending every opportunity in the water, you don’t need the newest and greatest board.  You can outsurf the weekend warriors on a yard sale board that’s held together by duct tape.  If you’re a great golfer, you can play with borrowed clubs and still hit lasers.  You may be growing enough food in your backyard to eat for a year while your neighbors harvest weeds and clip coupons for 2 for 1's on creamed corn and succotash.  I’m sure you get the point.


There are some pretty good salespeople out there (By the way, we are all salespeople).  I define a great salesperson as not only great at getting the business, but doing it with perfect focus on the client’s need.  I consider myself to be in this class of people.  So, back to the pleated jeans.  I would look and feel pretty dumb in pleated jeans, but I can’t think of a situation in recent history where I wouldn’t have still made the sale wearing them.  I have a lot of experience with fashion faux pas according to my wife, so it wouldn’t be as much of  stretch for me as it would for most.  

You want to be in a position in your career where your expertise is in such demand that the quality of your work can always overcome the distraction of goofy looking pants.  This is because your clients and prospects probably have other distractions you’ll have to overcome  that you can’t see.  It could be a competitor of yours or a false preconception.  If you aren’t there, you have to spend time getting there.  If you don’t, no clothing budget, fancy watches, euro car leases or anything else done in an effort to make you look like you’re good at your job will help you.

Tuesday, February 14, 2017

The Improbability of Practicality

The Improbability of Practicality


I want to have a round table exchange with those few of you all who run across my internet leavings.  Since I was a kid, I’ve had a contempt for things that seemed impractical and irrational.  I’ve also desired to know why these things that seemed idiotic to me were in practice.  I asked often, but received a lot of those answers like… “Because it’s always been that way.” or .. “If it ain’t broke..”


Here are a few of the impractical things that bothered me as a kid.  Daylight Savings Time, Neckties, Itchy Sweaters, Standing in Lines….


Let’s talk about neckties for a second.  This article of clothing makes about as much sense as a powdered wig.  Maybe less.  You know what does make sense?  A bib.  Babies and lobster eaters wear those with some measure of success in keeping their shirts clean.  Ties take longer to get around your neck and only guard a small portion of your shirt.  They’re uncomfortable, and restrictive and they cut off oxygen to your brain, which makes you stupid.  I have no concrete proof of the stupidity but I have met many tie wearing dummies.  And anecdotal evidence counts for the purpose of this article.  


Let’s say it takes 2 minutes to tie one and you wear it to work for 50 weeks per year.  That means that you are wasting 500 minutes per year putting on a tie.  Seems pretty dumb to me.  Look up the origin of the neck tie if you don’t know it.  


Here are a few of the things that bother me now...some more than others.  Daylight Savings Time, Neckties, I can wear whatever I want so the sweaters don’t bother me, Standing in lines, Interactions with scripted worker bees, red and green on port-a-potties but not on bathroom stalls (my wife’s gripe), Cranberry Sauce, Car Speedometers, Banker’s hours, Settled science,  Double doors and one is locked, This page is intentionally left blank, Bad Grammar, Backing into parking spots, Irrational fears, vanity, The cable and internet bill creeping up while new customers pay half, talking to the scripted cable company worker bees.  There are many more.



I better say that there are lots of impractical things (by some measure) that have value, like art and sports, but we accept that because these things entertain and inspire.  And they are fun.  We need fun in our lives.


Daylight savings time.  What benefit could it possibly have nowadays?  Time is relative, so just pick a number that matches where the Earth is, in relation to the Sun and stick to it.


Cranberry sauce.  I have no problem with it at all, but why is it only served at holidays?  It actually makes a pretty good “poor man’s currant jelly.”  It’s good on venison and pork.



Speedometers.  I drive a ford explorer.  I doubt it can achieve 160 mph.


Banker’s hours.  Let the bankers have those.  Otherwise work should be performed at each individual’s most efficient time of day.  What’s so special about the hours of 9-5 that work must be performed then?  What if you want to get done early or start late so you can do something else in the same day?  Inflexibility stifles productivity. https://www.youtube.com/watch?v=LwDMFOLIHxU


Settled Science.  During 90% of our recorded history, the Earth was flat.  50 years ago, smoking cigarettes was good for you but cannabis would kill you and make you kill others, 40 years ago, Time and Newsweek printed articles on Global Cooling, yet many people still use the words “settled science.”


This page is intentionally left blank.  No it isn’t.  It has “This page is intentionally left blank.” written on it.  And why do you hate trees?


Double doors and one is locked.  Is this a candid camera trap or something?


Backing into Parking Spots.  How could this possibly make sense unless you are planning a quick getaway with your stolen merch?  These people are like the ones who are lurking around the parking lot for a better spot.  For what?  Are you planning on buying an anvil?  Because if you are trying to save time, well, you aren’t.


We don’t have to accept any of this “that’s just the way it is” bullshit.  We can eat ice cream for breakfast or have a beer at 4:49.  We can make changes to things that make no sense to us or just ignore them.  Every time I pull into my driveway, I wonder why the hell I bought a house that has 8 different roof lines.  I don’t recall having a few thousand extra dollars burning a hole in my pocket that I couldn’t wait to spend on impractical architecture, but here I sit.


Tell me about the things that make no sense to you.  And let’s talk about how to change them.

-Insurance Professor

Wednesday, February 1, 2017

The Overcloser, The Undertaker and Other Nomenclature

Ever wanted to tell someone to shut the hell up?  I have.  This is not because I’m an asshole, though that could be argued.  It’s because I have a desire to help.  We can talk about why some people like being helpful while others prefer to see their peers fail at a different time.  


The best salespeople stop at “Yes” instead of rambling on.  Why?  Because after the “Yes,” anything you say in an attempt to strengthen your client’s conviction has the opposite effect.  Think of the Overcloser as a clingy girlfriend or boyfriend.  These people tend to be insecure, suspicious, and too accommodating.  The things you found attractive about this clingy girl, guy or salesperson get eroded by their own exaggeration.  

It isn’t always what they say after the close has been made.  It is the way they are making the client feel about them.  And the feeling is pursued, or let’s say overpursued. You don’t have to attain the level of Glenn Close in “Fatal Attraction” to make your prospect feel overpursued.


People want what they can’t have.  You can create power in the ability to deny access to yourself.  You have to make yourself desirable.  Then you have to hold something back, or at least seem like you are.  You have to be a little mysterious if you want to be the best at sales.  The Overcloser reveals everything and saves nothing for a later time.  All used up, the Overcloser gets tossed out with nothing to show for his efforts but a new hatred for white bunnies.


Let’s talk about what’s at the other end of the spectrum.  The Undertaker.  Yes, the wrestler.  I wouldn’t say my 11 year old son has revived my childhood interest in professional wrestling.  However, I noticed as he is watching the WWE on Hulu, that The Undertaker is still just as I remember.  He is a man of very few words and in the business of sports entertainment, he seems much less clownish than the rest.  Here is what is important.  Among his peers, he seems to carry uncommon credibility.  His character/persona has worked for over 25 years making The Undertaker the longest running character in pro wrestling.  Take it for what it’s worth, but you can draw inspiration from some pretty varied sources.  In this instance, we can use some characteristics in our practices.  Here are a couple.



Stoic:  He takes blows without showing pain, emotion.


Laconic:  Using few words to make a point.



Look, even if you do know everything about your product, that does not mean the client wants to know.  Your best clients don’t want to know how the sausage is made.  If you force too much info on them, they will lose their appetite.  Be strong, but welcoming.  Ask perfect questions and give anvil solid responses.  Learn how to sell the right way so you don’t show the anxiousness of the Overcloser.  Be a Goalminer (Or a Goalminer's daughter if you're a country singer).  Dig through all the worthless info and figure out what your client’s goals are.  Then put something in place that helps the client achieve them.

-Insurance Professor

Tuesday, January 3, 2017

Bruce Lee, Sales Genius

Just when you think you have something unique, you find out someone has done it before.  In this case, the “Brevity” style of selling was invented for the purpose of fighting 50 years ago.

Bruce Lee changed martial arts by taking something with rules and rigidity and stripped away all the restrictions to make it simple, quick, powerful and fluid.

“I have not invented a "new style," composite, modified or otherwise that is set within distinct form as apart from "this" method or "that" method. On the contrary, I hope to free my followers from clinging to styles, patterns, or molds.... The extraordinary part of it lies in its simplicity….There is nothing artificial about it. I always believe that the easy way is the right way. Jeet Kune Do is simply the direct expression of one's feelings with the minimum of movements and energy.”
— Bruce Lee

Consider the relationship between the rigidity of sales training and selling and that of many of the traditional forms of Karate.  Have you ever been frustrated by a person who you could tell was reading from a script?  Over the phone maybe?  How about at the bank, car lot, jewelry store?  How do you feel when you know the pitch is scripted?

I earned my black belt in Tang Soo Do at the age of 14 and can tell you first hand that there is a very frustrating framework for sparing and 3 point matches.  I really value the 5 years or so that I was there, but I got bored.  Looking back, I wish there had been something like Jeet Kune Do in my small town.

Let’s talk about some of the core techniques of Jeet Kune Do and how they are similar to the Brevity selling techniques.


The Straight Lead: This is a quick straight punch that starts closer to the opponent.

-This is similar to our techniques for gathering key information with direct and honest questions.

The Non-Telegraphed Punch:  This is a technique whereby the fighter remains loose with no “get ready poses,” twitches, tensing up or drawing back to strike.

-This reminds me of the casual nature of our approach.  You often hear me talking about  shiny wingtips, bow ties, etc.  We teach that you can look expensive to your prospect, thus telegraphing.  The intention for Bruce Lee and Brevity is for the opponent or client to remain at ease.

Economy of motion:  This is based on the ideas of Simplicity, Efficiency and Directness.


-What could be more “Brevity” than that?  Our company and platform is named for these ideas.

Simultaneous Parrying and Punching: This is a way of simultaneously redirecting a blow from an opponent and throwing a strike.

-I like this one.  It reminds me of a technique we teach of not telling the client he or she is wrong, but instead focusing on and agreeing with only the portion they got right and simultaneously steering the conversation down that path.

Low Kicks: This is a technique of keeping your kicks at or below the midsection.  This puts your target closer to the foot and minimizes to risk of throwing yourself off balance.

-I teach my agents to shoot for small commitments from the client.  Getting several small commitments is better than trying to land one giant roundhouse to the face.


Be Like Water:  “Be like water making its way through cracks. Do not be assertive, but adjust to the object, and you shall find a way around or through it. If nothing within you stays rigid, outward things will disclose themselves.  Empty your mind, be formless. Shapeless, like water. If you put water into a cup, it becomes the cup. You put water into a bottle and it becomes the bottle. You put it in a teapot, it becomes the teapot. Now, water can flow or it can crash. Be water, my friend.”
-Bruce Lee

I don’t really expect this to ring true for all of my readers.  Some of you, who have either bought from a rigid salesman or who have been trained to sell the old way can relate.  Like Bruce Lee pushed Karate forward, our goal is to push selling forward.  Some of the old techniques will remain in practice for years to come.  After all, humans are humans.  We will even incorporate a few of the ones that work.  What we will not do is abide by a set of old standards when we can get better results with a new way.


-Insurance Professor
https://brevityconsult.com/