One of the things I was thinking about today is how come it is that leaders have a greater desire for their people to succeed than their people do sometimes?
Leaders are leaders because of their mindset. They’re wired tighter than other people and are more driven. They want to see people succeed. At the end of the day, though, I think that leaders have a fault. Sometimes we want to see other people succeed more than they want to succeed, and I don’t understand the thought process behind that even though I’m guilty of it.
I think we have people in our organizations that we really believe in and can see their potential. And it’s our job as leaders to reveal that potential to them and believe in them at a greater level than they’re willing to believe in themselves. But at the same time, there has to be a time when we as leaders cut the cord. We can’t consistently want people to do better than they want to do for themselves.
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The truth is, in many organizations, people become cancerous victims that do nothing except complain about everything that doesn’t get done for them. Leaders cave. They go above and beyond. They do everything they can to honor the commitment they’ve given to that person when they come into the organization. But at that point, they’re in the death spiral. As leaders, we need to recognize when this happens. We need to remember when we need to quit. We need to recognize when we have to do something that we don’t like to do. We have to give up. I’m not particularly eager to give up, but we’re also responsible for running profitable organizations, and sometimes that’s what it requires.
As you think about how you’re going to go about your week, think about making sure there’s equality. Identify the congruent patterns of how you want someone to succeed and how they see themselves as succeeding. Everybody has a desire. It’s just a matter of what level. Ramp that up and get it. If you can do that, you and your team will kill it in commercial insurance.
In commercial insurance, the most dangerous threats to your book of business aren’t always visible on the loss runs. One of the most overlooked vulnerabilities for middle market producers is ignoring the personal lines needs of their business owner and executive clients.
In an industry where tradition often outweighs innovation, artificial intelligence and automation are slowly but steadily reshaping how independent insurance agencies operate. The push toward smarter, more efficient workflows is no longer a matter of if—but when. While many agencies are still evaluating how AI fits into their operations, early adopters are already reaping the benefits of streamlined submissions, faster processing, and actionable data insights.
The commercial insurance industry is changing faster than ever—and not always for the better. Consolidation is accelerating. Service levels are declining. Private equity is pushing agencies to scale in ways that strip out the personal touch that once defined the independent channel. But for the producers willing to do the work, lean into mentorship, and sharpen their craft, this isn’t a challenge—it’s an opportunity.
The commercial insurance industry is in the midst of a major evolution. The traditional workflows that once drove agency productivity are now dragging down growth, overloading staff, and frustrating owners who are trying to scale efficiently. For independent insurance agencies—especially those in the middle market—adapting to these challenges without increasing overhead is a tightrope walk.
Few industries reward consistency, discipline, and patience quite like middle-market commercial insurance. Initially, every producer starts with a different story, background, and path into the business. However, the ones who rise are the ones who learn to embrace the long game. Moreover, while success may take time, those who persevere ultimately reap the benefits. Furthermore, this industry values resilience, and those who remain committed often find themselves achieving great success in the end.
In today’s performance-obsessed culture, achieving elite status in your profession can often come with a hidden price. Tania Khazaal, known to many as Tanya the Herbalist, knows this truth firsthand. After climbing the ranks in the insurance industry and landing in the top 1% of sales professionals, she found herself at a crossroads. Despite the accolades, international travel perks, and consistent recognition, she was suffering from a quiet crisis: burnout.
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