In the last few weeks, I’ve spoken with dozens of agency leaders planning for the year ahead. One theme is clear: uncertainty is driving decision paralysis.
Between transfer blackouts, a proposed CMS rate increase of only .09%, and nonstop plan disruption, many leaders feel stuck, waiting for clarity that may never come.
But inaction has a cost. You lose the chance to test new strategies, build resilience, and create sustainable growth. While none of us can control carriers or CMS, we can control the internal levers that determine whether we stall or scale:
- Increasing productivity from your existing agents
- Building a “portfolio” downline strategy that fills your gaps
Here’s what I’m telling leaders determined to win in this market.
- Consistent, repeatable processes are essential to agents’ success. Equip them with workflows that automate time-intensive work, like gathering PTCs, SOAs, and client needs.
- Retention is the new growth lever. There has never been a more important time to invest in tech that enables brokers to stay on top of coverage changes and disruptions for your clients. It is impossible otherwise.
- Focus on tasks that are immediate rivers of revenue, and delegate the rest. Use services that remove the administrative burden.
The best agencies aren’t just “recruiting more agents.” They are partnering with us to attract better ones. Here’s how:
- Co-design recruiting strategies aligned to your value proposition and growth goals.
- Leverage our carrier relationships to identify ‘hot’ markets. Show up and build a consistent local presence.
- Offer differentiated tech and support so your agency stands out to the right type of agent.
With co-op diminished and financial pressure unlikely to ease, agencies deserve uplines that deliver real value. How are you being supported? Yes, it may feel contrarian to make bold moves in a down market. But history shows this is exactly when challengers pull ahead. Airbnb and Uber were built in the aftermath of the 2008 recession, when travel and discretionary spending were getting crushed, because people needed new models that worked. The agencies that thrive won’t be the ones who stayed put out of fear. Instead, they’ll be the ones building for what’s next.
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