The insurance industry is undergoing a generational shift that can no longer be ignored. Between the rise of InsurTech, the acceleration of remote work, and the growing demand for equity in agency culture and compensation, the traditional model of how agencies attract, retain, and grow talent is crumbling. In a recent episode of the Power Producers Podcast, we spoke with Tony Canas—Chief Motivational Officer of Insurance Nerds and founder of Top Hat Recruiting—about the big challenges facing our workforce and what leaders need to do to evolve.
This conversation was packed with insight from both the agency and carrier side, and it highlighted just how important it is to bridge the communication gap between producers, account managers, and leadership in today’s insurance ecosystem.
One of the most common and unfortunate dynamics in insurance agencies is the perceived “house divided” between producers and account managers. This rift often stems from a lack of operational understanding. Producers may view account managers as support staff, while account managers may feel undervalued despite being the glue that holds the book of business together.
What many agencies miss is that bridging this divide starts with empathy and education. Producers must learn how service roles function—not necessarily to perform them, but to better support, communicate with, and appreciate the team that helps them succeed. As Tony Canas pointed out, this principle applies across the entire industry: “The more we understand what the other roles do, the more we can get people in the right seat on the bus.”
Agency owners love to say they have a “great company culture,” but often that’s just code for free snacks or casual Fridays. In today’s environment, insurance professionals want more than surface-level perks. They want purpose, flexibility, and the opportunity to grow.
Canas highlighted a small Texas agency that punches above its weight by building culture around gratitude and flexibility. Despite having a limited budget, their remote-friendly, value-driven approach made them incredibly attractive to talent. This proves that you don’t need Google-sized resources to create a winning culture—you need intention and consistency.
True culture isn’t created in ping-pong rooms; it’s created in how leadership shows up for their people.
There’s no question that producers often carry the weight of agency growth. But what about the people who help those accounts renew, service the book, and manage client relationships long after the sale?
Too often, account managers are sidelined in the compensation conversation. Producers receive golden handcuffs—equity, bonuses, and perks—while service staff are told to be grateful for a Friday pizza party. But as David Carothers points out, “If you’re building wealth as a producer through recurring revenue, what about the people who keep that revenue from walking out the door?”
Some ESOP agencies have flipped this model, giving every team member—from the receptionist to the senior account executive—a stake in the agency. Not only does this align everyone’s incentives, but it also builds stronger relationships, loyalty, and performance.
The industry is facing a demographic and educational shift. The high school-educated, ultra-loyal account manager who stayed for 30 years is becoming increasingly rare. The next generation of women—the backbone of most service teams—are now more educated than ever. In fact, nearly 60% of all college degrees today go to women, and they’re looking for careers, not just jobs.
The problem? Most agencies offer no clear career path for account managers beyond “do the same thing for more years.” This is driving top performers to leave the industry—or at least their current agency—in search of growth opportunities.
As Tony explained, “Unless we create a defined path to grow that doesn’t require becoming a producer, we’re going to lose some of the best service talent we have.”
The insurance industry has made progress, but it still struggles with meaningful diversity, equity, and inclusion. Many leadership teams are still dominated by older white men, while the service side is disproportionately female. Meanwhile, the barriers to career advancement for minorities, women, and professionals with disabilities are real—and often ignored.
Tony shared the story of his girlfriend, a highly successful executive who uses a wheelchair. Her rise in the industry happened in large part because she was able to work remotely, where her performance spoke louder than any visual bias.
When done right, remote work can be an equalizer that opens doors for top talent who may not otherwise have had the same opportunities. But it requires intention, not just policy.
COVID-19 didn’t just change where we work—it changed how we think about work altogether. Remote flexibility is no longer a luxury; it’s a strategic advantage in the talent war.
If you’re a small agency in the Midwest, you may be tempted to cling to traditional hiring practices. But make no mistake: the biggest brokerages in New York, LA, and Chicago are already hiring your best people remotely, offering more money than they could ever get locally, while still saving on urban salaries and overhead.
For agencies that want to stay competitive, the blueprint is simple:
There’s no putting the genie back in the bottle—and that’s a good thing.
Tony and David both agreed on one trait that defines exceptional leadership and sales performance: curiosity. Great producers aren’t just great closers—they’re great question-askers. They care enough to understand the people around them.
David put it best: “If you’re doing your job, you don’t have to ask people what motivates them—you already know.”
This same principle applies to team building. Leaders should understand their employees’ professional goals, personal motivators, and communication styles. Do they prefer recognition in public or in private? Do they want career development or work-life balance?
When you slow down long enough to get to know your people, you earn the loyalty that can’t be bought.
You might not expect to hear about magic tricks in a conversation about insurance recruiting, but for Tony Canas, being a magician is part of his brand—and that’s exactly the point.
By wearing a top hat and performing magic at conferences, Tony creates memorable moments that build connection and curiosity. It’s not just flair; it’s strategic differentiation in an industry where everyone tends to look the same.
Your agency doesn’t need a magician. But it does need personality. Whether you’re building a producer brand or a recruiting presence, memorability matters. And in a world of Zoom calls and LinkedIn posts, being different is your competitive edge.
The biggest takeaway from this conversation is clear: the future of insurance belongs to the agencies and carriers that are willing to do the hard work of change. That means:
The agencies that win will be those who understand that building culture and team loyalty isn’t just good HR—it’s smart business.
If you want to retain your best people, attract new talent, and create a legacy that outlasts market cycles, then it’s time to stop managing by habit and start leading with intention.
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