Post on 30-Jan-2022
1Voices Of Sales Pte. Ltd. (S’pore)
AGENCY LEADERSHIPPRACTICE MANAGEMENT
ManagementLeadership
Leadership with a difference.
2Voices Of Sales Pte. Ltd. (S’pore)
Due to the divest culture of countries in Asia, with internet connectivity and the pride of agency leadership to make agency building professionally profitable. There is a need to evolve the ‘Asia’ perspective of practice managers of sales-fo-cused business units or organizations need a structured course to learn about
setting up and managing a successful practice. General management skills are also crucial for operating a successful practice. While courses covering areas like selling skills and product knowledge are abundant, courses instructing on successful practice manage-ment are very few.
ALPM, thus, will set a pace and benchmark of agency best practices in this region to com-prehensively covers the competency standards supported by practical agency building system, ideas and experiences contributed by regional practitioners.
The Agency Leadership Practice Management course provides instructions to practice managers on industry best practices and common pitfalls, as well as shares insights on effective techniques, tools and templates.
This is also an unique program for sales leaders from independent organisation of prop-erty, networking marketing, consulting, SME(Small and Medium Enterprises), bank and financial services.
Agency LEADERSHIPPractice MANAGEMENT
The importance of Agency Leadership Practice Management (ALPM)
LM
Designation: Chartered Agency Practice Management (ChAPM) Certified By: Asia Pacific Financial Services Association (APFINSA)
(To be confirmed)
3Voices Of Sales Pte. Ltd. (S’pore)
With our Reality-Based, Experiential and Action Learning principles
We aim to set to ALPM is a benchmark of professional practice management and leadership success covering competency, empowering follow up activities to
eventually help agency leaders to develop their SOP and build a profitable sales organisation
ALPM I:High Performance Agency Management
ALPM II:High Performance Agency Leadership
CHARTERED AGENCY PRACTICE MANAGEMENTAgency Leadership Practice Management
ALPM I ALPM II ChAPMChartered Agency Practice Manager (ChAPM) designated by Asia Pacific Financial Services As-sociation (APFinSA)
(To be confirmed)
4Voices Of Sales Pte. Ltd. (S’pore)
MINIMUM AND MAXIMUM INTENDED CLASS SIZE
ALPM I: 5 full daysHigh Performance Agency Management
Training Hours: 8 hours2 tea breaks: 15 mins each
1 lunch break: 60 mins
ALPM II:High Performance Agency Leadership
Training Hours: 8 hours2 tea breaks: 15 mins each
1 lunch break: 60 mins
5Voices Of Sales Pte. Ltd. (S’pore)
Participants Adopt and Adapt
Facilitator Discusses the Applications
Action Learning and SharingRole Model’ Approaches
Samples and Examples are provided
PEDAGOGY AND HIGHLIGHTS
6Voices Of Sales Pte. Ltd. (S’pore)
ALPM Competencies Principles
Standard Description
Agency Game plan
1. To determine organization’s needs and expec-tation; in consideration of customers, sales agents, principal and regulator
2. Develop a business plan for the sales organisation
Recruitment and
Selection
Performance
Management
Profitable
Organization
Effective
Leadership
1. To gather info on the business needs in the agency
2. Scope out, develop and implement recruitment and selections plan
1. To analyse and troubleshoot sales activities and effectively implement performance appraisal activities with the sales personnel
2. To implement mentoring, coaching and handling sales meeting with sales personnel
1. To translate business needs into functional and non-functional requirements in the organisation
2. Determine the key performance indicators in practice management
1. To effective communicate vision, mission and ensure organization values system
2. Implement the right agency culture as per business plan
1
2
3
4
5
7Voices Of Sales Pte. Ltd. (S’pore)
Perf
orm
ance
C
rite
ria
(Obj
ecti
ves)
Com
pete
ncy
Elem
ent
(Top
ic)
Und
erpi
nnin
g K
now
ledg
e (S
cope
)R
EAL
Act
ivit
ies
Ass
essm
ent
and
Tool
Out
stan
ding
A
genc
y M
anag
emen
t
Und
erst
and
the
im
por
tanc
e of
bei
ng a
n A
gen
cy M
anag
er
Get
an
over
view
of
the
role
s an
d r
esp
onsi
bili
ties
Und
erst
and
the
cr
itic
al s
ucce
ss fa
ctor
s of
m
anag
ing
an
insu
ranc
e ag
ency
Bui
ldin
g a
Succ
essf
ul
Age
ncy
Cul
ture
The
Pivo
tal S
kill
1. Th
e fiv
e ke
y d
iffer
ence
s b
etw
een
se
lling
insu
ranc
e an
d a
gen
cy
man
agem
ent.
2.
The
seve
n ro
les
of a
n ag
ency
m
anag
er.
3.
The
diff
eren
ces
in s
ellin
g in
sur-
ance
tod
ay v
ersu
s ye
ster
day
4.
Thre
e ke
y p
rinc
ipal
s to
rea
chin
g
the
top
.
5.
The
five
bas
ic t
hing
s yo
u w
ill
lear
n
Man
agin
g an
d Le
adin
g
1. K
ey c
hang
es t
o m
ake
in y
our
self
im
age.
2.
Seve
n ag
ency
man
agem
ent
tool
s.
3.
Key
man
agem
ent
task
s.
4.
Thre
e re
qui
rem
ents
to
fulfi
lling
p
rom
ise
and
pot
enti
al.
1 2
Op
en d
iscu
ssio
n ab
out
agen
cy
man
agem
ent
Det
erm
ine
thei
r w
eekl
y sc
hed
ule
Det
erm
ine
thei
r ag
ency
’s K
PIs
Che
cklis
t of
KR
As
Typ
ical
Wee
kly
Sche
dul
e of
an
Ag
ency
Man
ager
Sam
ple
ann
ual s
ched
ule
for
agen
cies
Tem
pla
te t
o m
easu
re
agen
cy m
anag
emen
t ac
tivi
ties
Und
erst
and
the
con
cep
t of
Ag
ency
Cul
ture
Fam
iliar
ize
wit
h th
e fa
ctor
s th
at in
fluen
ce a
n A
gen
cy C
ultu
re
Abo
ut A
genc
y C
ultu
re
1. W
hat
is A
gen
cy C
ultu
re
2.
Imp
orta
nce
of a
Suc
cess
ful
Ag
ency
Cul
ture
3.
Cha
ract
eris
tics
of
a Su
cces
sful
A
gen
cy C
ultu
re
Lis
t d
own
the
char
acte
rist
ics
of
succ
essf
ul a
gen
cies
For
mul
ate
the
visi
on, m
issi
on a
nd
valu
es o
f th
eir
agen
cy
Exa
mp
les
of
char
acte
rist
ics
of
succ
essf
ul a
gen
cies
8 S
amp
le V
isio
n St
atem
ents
8Voices Of Sales Pte. Ltd. (S’pore)
4.
Sym
pto
ms
of a
Wea
k A
gen
cy
Cul
ture
Age
ncy
Vis
ion,
Mis
sion
and
Val
ues
1. C
reat
ing
the
Ag
ency
Vis
ion
2.
Cre
atin
g t
he A
gen
cy M
issi
on
3.
Est
ablis
hing
Ag
ency
Val
ues
The
Age
ncy
Ope
rati
onal
Man
ual
8 S
amp
le M
issi
on
Stat
emen
ts
23
Sam
ple
Val
ue
Stat
emen
ts
Ag
ency
Han
db
ook
Tem
pla
te –
13ch
apte
rs
Rec
ruit
men
t St
rate
gies
for
Fast
Gro
wth
Rev
iew
the
rec
ruit
men
t p
roce
ss
Eva
luat
e th
e d
iffer
ent
app
roac
hes
to r
ecru
it-
men
t
Det
erm
ine
the
sour
ces
of r
ecru
itm
ent
For
mul
ate
an e
ffec
tive
re
crui
tmen
t p
lan
1. Im
por
tanc
e of
Rec
ruit
ing
2.
Rec
ruit
ing
Insu
ranc
e P
rofe
ssio
n-al
s
3.
The
Idea
l Can
did
ate
Pro
file
4.
Sour
ces
of Id
eal C
and
idat
es
5.
Met
hod
s of
Rec
ruit
ing
6. E
ffec
tive
Rec
ruit
men
t St
rate
gie
s
7.
How
to
Set
and
Ach
ieve
Rec
ruit
-m
ent
Goa
ls
8. F
orm
ulat
ing
a R
ecru
itm
ent
Pla
n
9. 7
Key
s to
Suc
cess
ful R
ecru
itin
g
3
Defi
ne t
he id
eal
cand
idat
e
Dev
elop
the
ir o
wn
recr
uitm
ent
stra
teg
ies
Com
put
e th
eir
own
recr
uitm
ent
goa
l
Dev
elop
the
ir o
wn
recr
uitm
ent
pla
n
Sam
ple
Pro
file
of a
n Id
eal C
and
idat
e
12
sug
ges
ted
per
sona
l so
urce
s of
can
did
ates
5 p
sych
ogra
phi
c p
rofil
e of
the
idea
l can
did
ates
12
Met
hod
s of
Rec
ruit
ing
3 e
xam
ple
s of
re
crui
tmen
t st
rate
gie
s
Tem
pla
te f
or S
etti
ng
Rec
ruit
men
t G
oals
Hig
h Im
pact
C
aree
r Pr
esen
tati
on4
Lea
rn t
o ap
pro
ach
a p
rosp
ecti
ve c
and
idat
e
Ab
le t
o p
rese
nt t
he c
aree
r an
d it
s b
enefi
ts e
ffec
tive
ly
Ab
le t
o re
solv
e th
e m
ore
com
mon
ly e
ncou
nter
ed
conc
erns
to
the
insu
ranc
e ca
reer
1. Th
e In
sura
nce
Car
eer
2.
Bui
ldin
g C
red
ibili
ty w
ith
the
C
and
idat
e
3.
Ap
pro
achi
ng t
he C
and
idat
e
4.
Pre
sent
ing
the
Car
eer
5.
Res
olvi
ng C
once
rns
of t
he C
aree
r
Dev
elop
the
ir v
ery
own
recr
uitm
ent
pre
-se
ntat
ion
kit
and
scr
ipt
Res
olve
ob
ject
ions
to
the
insu
ranc
e ca
reer
15
Sam
ple
illu
stra
tion
fo
r ca
reer
Sam
ple
scr
ipts
to
app
roac
h th
e ca
ndid
ate
Exa
mp
le o
f a
care
er
pre
sent
atio
n
Sug
ges
ted
rep
lies
to
obje
ctio
ns t
o th
e ca
reer
For
mul
atin
g t
he A
gen
cy
Vis
ion,
Mis
sion
and
Val
ues
Dev
elop
ing
the
Ag
ency
O
per
atio
nal M
anua
l
Dev
elop
the
cod
e of
co
nduc
t in
the
ag
ency
9Voices Of Sales Pte. Ltd. (S’pore)
Sele
ctin
g Pe
ak
Perf
orm
ing
Age
nts
Und
erst
and
the
key
s to
eff
ecti
ve s
elec
tion
Do’
s an
d D
on’ts
of
sele
ctin
g
For
mul
ate
the
agen
cy
sele
ctio
n p
roce
ss
1. Im
por
tanc
e of
Sel
ecti
on
2.
Sele
ctin
g a
nd In
terv
iew
ing
3.
Sele
ctio
n P
rim
er o
f Ta
lent
4.
10 K
ey P
rinc
iple
s fo
r Se
lect
ing
P
eak
Per
form
ing
Ag
ents
5.
Rec
ruit
ing
and
Sel
ecti
ng t
he B
est
6. S
elec
tion
& In
duc
tion
Pro
cess
5D
evel
op t
heir
ow
n se
lect
ion
and
in
terv
iew
pro
cess
13
sam
ple
inte
rvie
w
que
stio
ns
2 c
and
idat
e su
itab
ility
ch
eckl
ist
10
car
eer
asse
ssm
ent
tool
s
Sam
ple
sel
ecti
on
inte
rvie
w p
roce
ss
Mar
ket
Plan
ning
fo
r Su
cces
s 6
Dev
elop
a m
arke
ting
p
lan
the
agen
t
Dev
elop
a s
ales
act
ivit
y p
lan
for
the
agen
t
Rev
iew
the
hab
its
to
pro
spec
ting
suc
cess
1. P
lann
ing
for
Suc
cess
2.
Iden
tify
the
Ag
ents
’ Tar
get
Mar
-ke
t Se
gm
ent
3.
Dev
elop
an
End
less
Flo
w o
f H
igh
Qua
lity
Pro
spec
ts
4.
Alig
ning
Sal
es A
ctiv
itie
s w
ith
In
com
e G
oals
5.
Mon
itor
ing
and
Mea
suri
ng
Ag
ents
’ Act
ivit
ies
6. I
ncul
cate
the
Hab
its
of S
ucce
ss
Com
ple
te a
que
s-ti
onna
ire
on m
anag
ing
w
inni
ng p
erfo
rman
ce
For
mul
a fo
r es
tab
lishi
ng a
res
ervo
ir
of h
igh
qua
lity
pro
spec
ts
Exa
mp
le o
f a
typ
ical
sa
les
acti
vity
sch
edul
e fo
r a
succ
essf
ul a
gen
t
For
ms
are
pro
vid
ed
for
agen
ts t
o b
uilt
the
ir
pro
spec
t re
serv
oir
Sys
tem
for
man
agin
g
pro
spec
t ac
tivi
ty p
ipe-
line
Tem
pla
te t
o al
ign
in-
com
e an
d a
ctiv
ity
goa
ls
Perf
orm
ance
M
anag
emen
t an
d Su
perv
isio
n
Und
erst
and
the
key
s to
eff
ecti
ve s
uper
visi
on
Id
enti
fyin
g a
nd r
esol
ve
per
form
ance
issu
es
Man
agin
g p
oor
per
form
ing
ag
ents
1. Sa
les
Sup
ervi
sion
2.
5 K
eys
to E
ffec
tive
Sup
ervi
sion
3.
Man
agin
g D
iffer
ence
s in
P
erfo
rman
ce
4.
Task
Rel
evan
t M
atur
ity
5.
Man
agin
g P
rob
lem
Sal
esp
eop
le
7 D
eter
min
e th
e ag
ents
w
ho a
re w
illin
g a
nd
able
in t
he a
gen
cy
Qua
dra
nt t
o id
enti
fy
will
ing
vs
able
ag
ents
Sam
ple
Sup
ervi
sion
Sc
hed
ule
10Voices Of Sales Pte. Ltd. (S’pore)
Con
duct
ing
Effec
tive
Tr
aini
ng
and
Mee
ting
Se
ssio
ns
8
Und
erst
and
the
im
por
tanc
e of
tra
inin
g
Rev
iew
the
tra
inin
g p
roce
ss
Lea
rn t
o co
nduc
t an
eff
ecti
ve t
rain
ing
ses
sion
Lea
rn t
o or
gan
ize
an
effec
tive
mee
ting
ses
sion
Rev
iew
the
key
s to
eff
ecti
ve s
ales
mee
ting
s
1. Im
por
tanc
e of
Tra
inin
g
2.
Ag
ency
Sal
es T
rain
ing
3.
The
Trai
ning
Pro
cess
4.
Eff
ecti
ve T
rain
ing
Tec
hniq
ues
5.
The
Trai
ning
Blu
epri
nt
6. A
gen
cy S
ales
Mee
ting
Con
duc
t a
trai
ning
se
lf-as
sess
men
t
Sam
ple
less
on p
lan
Lis
t of
top
ics
for
agen
cy t
rain
ing
Sam
ple
ag
end
a fo
r ag
ency
mee
ting
s 52
sa
mp
le a
rtic
les
for
trai
ning
11Voices Of Sales Pte. Ltd. (S’pore)
Perf
orm
ance
C
rite
ria
(Obj
ecti
ves)
Com
pete
ncy
Elem
ent
(Top
ic)
Und
erpi
nnin
g K
now
ledg
e (S
cope
)R
EAL
Act
ivit
ies
Ass
essm
ent
and
Tool
The
Esse
nce
of L
eade
rshi
p
Und
erst
and
the
im
por
tanc
e of
Ag
ency
Le
ader
ship
Exp
erie
nce
the
diff
eren
ce
bet
wee
n eff
ecti
ve a
nd
ineff
ecti
ve le
ader
ship
Und
erst
and
the
qua
litie
s of
eff
ecti
ve a
gen
cy le
ader
ship
The
Stra
tegi
c Le
ader
1. In
trod
ucti
on t
o A
gen
cy L
ead
er-
ship
2.
Diff
eren
ces
bet
wee
n E
ffec
tive
an
d In
effec
tive
Lea
der
s
3.
Lead
the
Act
ion
4.
Key
Cha
ract
eris
tics
of
Hig
h P
er-
form
ance
Lea
der
s
5.
Hig
h P
erfo
rman
ce L
ead
ersh
ip in
A
ctio
n
1 2
Con
duc
t a
lead
ersh
ip
self-
asse
ssm
ent
Ab
le t
o as
sess
the
ag
ency
’s S
WO
T
Ab
le t
o d
evel
op a
n eff
ecti
ve s
trat
egy
Ab
le t
o p
osit
ion
the
agen
cy f
or h
igh
gro
wth
1. Im
por
tanc
e of
Str
ateg
ic P
lann
ing
2.
Stra
teg
y an
d P
osit
ioni
ng
3.
The
For
mul
a fo
r St
rate
gic
Pla
n-ni
ng
4.
Dev
elop
ing
Str
ateg
ies
to A
chie
ve
Our
Goa
ls
5.
The
Pow
er o
f E
ffec
tive
Pla
nnin
g
Dev
elop
3 s
trat
egie
s to
ach
ieve
the
ir a
gen
-cy
’s o
bje
ctiv
e
For
mul
a fo
r d
evel
opin
g
a st
rate
gic
pla
n fo
r th
e ag
ency
12Voices Of Sales Pte. Ltd. (S’pore)
Gai
n a
bet
ter
und
erst
and
-in
g o
f d
eleg
atio
n sk
ills
Im
pro
ve o
n co
mm
uni-
cati
on s
kills
as
an a
gen
cy
lead
er
Supe
rior
C
oach
ing
Skill
s
3 4
Cre
ate
a lis
t of
act
ivit
ies
that
will
be
del
egat
ed
Und
erst
and
the
pro
cess
of
coa
chin
g
Go
thro
ugh
a sa
mp
le
coac
hing
for
m
Ob
serv
e a
coac
hing
ses
-si
on in
act
ion
1. Im
por
tanc
e of
Coa
chin
g
2.
Skill
s C
oach
ing
3.
The
Coa
chin
g A
gen
da
4.
Sam
ple
Que
stio
ns f
or C
oach
ing
5.
Coa
chin
g t
o B
uild
Ski
lls
6. P
itfa
lls t
o av
oid
in C
oach
ing
7.
Con
duc
ting
an
Eff
ecti
ve C
oach
-in
g S
essi
on
Con
duc
t a
coac
hing
se
lf-as
sess
men
t
90
Sam
ple
Que
stio
ns
for
Coa
chin
g
9 S
amp
le a
gen
da
for
coac
hing
Sam
ple
Coa
chin
g F
orm
10
Che
cklis
t fo
r co
achi
ng C
heck
list
for
JFW
*
Effec
tive
Del
egat
ion
Skill
s
1. E
ffec
tive
Del
egat
ion
2.
Del
egat
ion
Tip
s an
d T
echn
ique
s
3.
Trap
s to
Avo
id W
hile
Del
egat
ing
Effec
tive
Com
mun
icat
ion
Skill
s
1. C
omm
unic
atin
g f
or R
esul
ts
2.
Lead
ersh
ip a
nd C
omm
unic
atio
n
Und
erst
and
the
tec
hniq
ues
that
mot
ivat
es s
ales
peo
ple
5
Des
ign
a re
cog
niti
on
and
rew
ard
pro
gra
m
for
thei
r ag
ency
Sam
ple
Ag
ents
Wee
kly
Sche
dul
e
8 t
ypes
of
rew
ard
s th
at
app
eal t
o d
iffer
ent
peo
ple
1. C
reat
ing
a H
igh
Mor
ale
Wor
k-p
lace
2.
Mot
ivat
ing
Ag
ents
for
Suc
cess
3.
The
Mot
ivat
iona
l Lea
der
4.
Dev
elop
ing
a N
eed
Str
uctu
re
5.
Est
ablis
hing
a M
otiv
atio
nal C
li-m
ate
6. M
otiv
atio
n th
roug
h R
ewar
ds
and
R
ecog
niti
on
Effec
tive
D
eleg
atio
n an
d C
omm
unic
atio
n Sk
ills
Mot
ivat
ing
Age
nts
to P
eak
Perf
orm
ance
13Voices Of Sales Pte. Ltd. (S’pore)
Tim
e M
anag
emen
t fo
r R
esul
ts
Und
erst
and
eff
ecti
ve t
ime
man
agem
ent
tech
niq
ues
Form
ulat
ing
a W
inni
ng
Age
ncy
Blu
epri
nt
7 8
Out
line
hig
h vs
low
va
lue
acti
viti
es
Ena
ble
to
agen
cy le
ader
to
for
mul
ate
thei
r ow
n b
usin
ess
pla
n.
1. Th
e B
usin
ess
Pla
n
2.
Vis
ion,
Mis
sion
& V
alue
s
3.
Goa
ls, O
bje
ctiv
es &
Str
ateg
ies
4.
Pla
ns &
Pro
cess
es
5.
Fin
anci
al P
roje
ctio
ns
To
asse
ss t
heir
ag
ency
ex
pen
ses
and
cal
cula
te
the
cost
of
runn
ing
th
eir
agen
cy A
tem
pla
te t
o fo
rmul
ate
an a
gen
cy b
usin
ess
pla
n.
Sam
ple
cos
ting
of
runn
ing
an
agen
cy
1. Im
por
tanc
e of
Tim
e M
anag
emen
t
2.
Tim
e M
anag
emen
t Sk
ills
3.
Eff
ecti
ve T
ime
Man
agem
ent
Stra
teg
ies
4.
Max
imiz
ing
Sel
ling
Tim
e
Bui
ldin
g a
Cha
mpi
on
Age
ncy
6
Und
erst
and
the
sta
ges
of
tea
m d
evel
opm
ent
Un-
der
stan
d t
he im
por
tanc
e of
tea
ms
Und
erst
and
how
to
bui
lt w
inni
ng t
eam
s
1. D
efini
tion
of
a Te
am
2.
Imp
orta
nce
of B
uild
ing
Tea
ms
3.
The
Win
ning
Tea
m
4.
Cha
ract
eris
tics
of
a C
ham
pio
n Te
am
5.
Stag
es o
f Te
am D
evel
opm
ent
6. B
uild
ing
a G
RE
AT
Team
Con
duc
t a
team
bui
ldin
g
self-
asse
ssm
ent
Sam
ple
itin
erar
y of
a
team
bui
ldin
g e
vent
Pho
tog
rap
hs o
f ac
tual
te
amb
uild
ing
eve
nt
14Voices Of Sales Pte. Ltd. (S’pore)
Ken started in the Life Insurance in-dustry in 1988 and rose through the ranks to be appointed in 1996
as a Group Sales Manager, one of the quickest appointment of group sales manager at that time.
Through out his sales and management career, he has consistently delivered excellent results and received numerous awards at companies and industry level.
For the last 27 years, a practitioner, still actively selling, leading and advising sales professionals, Ken has depth experiences and knowledges in Channels Sales, Agency Leadership and Management, regular trainer and platform speaker in the region.
Currently founder of Voices of Sales, a training consultancy setup that spe-cialised in Asia’s sales domain and sales profile tool called Sales Talent Matrix. Also co-founder of PearComms, a high technology company that build sales force automation customer relationship management (CRM) on sales compliance,
Ken provides consultancy and to develop customize sales process, training & sales force automation. Committed to coach/mentor the stakeholders of business to achieve desired outcomes! Indeed, he has de-veloped a comprehensive sales solution called ROAM that helps sales organization to fast start sales professionals and leaders toward peak sales performance and ROAM has become a franchise in Vietnam and in Asia.
15Voices Of Sales Pte. Ltd. (S’pore)
Chong Soon Onn has more than 25 years of award winning experiences in the finan-cial services industry. His awards include
MDRT, COT, National Achievers’ Congress – Out-standing Achiever Award as well as many other company’s in-house top awards. Despite having no prior experience in selling, he worked diligent-ly and became the top insurance adviser in the country within 3 years. He finds that insurance is a multi-faceted financial product and has helped hundreds of his clients maximize their savings and achieve their financial objectives.
He has been consulted by MNCs, banks, insurance companies, agencies across Asia on the topics of insurance advisory, agency building, training, motivation and peak performance. He has also developed the training curriculum of numerous insurance companies and banks across Asia. His programs have been translated into 8 different languages.
Soon Onn also spent a number of years holding senior positions in several global life insurance companies. As a corporate staff, he was responsible for sales, agency de-velopment, recruiting, motivating and training the agency and bank distribution chan-nels. He feels that with the proper guidance, the life insurance career is both fulfilling and adds great value to the individual and society.
His mission is to help individuals achieve their full potential and lead a purposeful life.
16Voices Of Sales Pte. Ltd. (S’pore)
CERTIFICATION - SAMPLE
For successfully completing the ‘Agency Leadership Practice Management’ course
Conducted by VoicesOfSales representing
Name: Director of Voices of Sales
DATE
YOUR NAME HERE
17Voices Of Sales Pte. Ltd. (S’pore)
ALPM Competencies Principles
Standard Description
Qualitative Quantitative
1. To determine organization’s needs and expectation; in consideration of customers, sales agents, principal and regulator
2. Develop a business plan for the sales organisation
1. To gather info on the business needs in the agency
2. Scope out, develop and implement recruitment and selections plan
1. To analyse and troubleshoot sales activities and effectively implement performance appraisal activities with the sales personnel
2. To implement mentoring, coaching and handling sales meeting with sales personnel
1. To translate business needs into functional and non-functional requirements in the organisation
2. Determine the key performance indicators in practice management
1. To effective communicate vision, mission and ensure organization values system
2. Implement the right agency culture as per business plan
1. Agency Game plan
2. Recruitment and Selection
3. Performance Management
4. Profitable Organization
5. Effective Leadership
To customise, contextualize and compliance
18Voices Of Sales Pte. Ltd. (S’pore)
ALPM 1Dynamic of AGENCY MANAGEMENT
Copy right: Voices Of Sales Pte. Ltd. (S’pore)Version: 1
LMAgency LEADERSHIP - Practice MANAGEMENT
Topic 1: Outstanding Agency Management
19Voices Of Sales Pte. Ltd. (S’pore)
Com
pete
ncy
El
emen
t (T
opic
)
Perf
orm
ance
Cri
teri
a
(Obj
ecti
ves)
U
nder
pinn
ing
Kno
wle
dge
(Sco
pe)
Ass
essm
ent
and
Tool
R
EAL
Act
ivit
ies
in
cla
ss
1. O
utst
and
ing
Ag
ency
Man
agem
ent
1. O
pen
dis
cuss
ion
abou
t ag
ency
man
-ag
emen
t
2. D
eter
min
e th
eir
wee
kly
sche
dul
e
3. D
eter
min
e th
eir
agen
cy’s
KP
Is
1. C
heck
list
of k
ey r
esul
ts
area
s (K
RA
s)
2. T
ypic
al W
eekl
y Sc
hed
ule
of
an A
gen
cy M
anag
er
3. S
amp
le a
nnua
l sch
edul
e fo
r ag
enci
es
4. T
emp
late
to
mea
sure
ag
ency
man
agem
ent
acti
vi-
ties
1.1 T
he P
ivot
al S
kill
1. Th
e fiv
e ke
y d
iffer
ence
s b
etw
een
sell-
ing
insu
ranc
e an
d a
gen
cy m
anag
emen
t.
2. T
he s
even
rol
es o
f an
ag
ency
man
ager
.
3. T
he d
iffer
ence
s in
sel
ling
insu
ranc
e to
day
ver
sus
yest
erd
ay
4. T
hree
key
pri
ncip
als
to r
each
ing
the
to
p.
5. T
he fi
ve b
asic
thi
ngs
you
will
lear
n
6. 1
.2 M
anag
ing
and
Lead
ing
7. K
ey c
hang
es t
o m
ake
in y
our
self
imag
e.
8. S
even
ag
ency
man
agem
ent
tool
s.
9. K
ey m
anag
emen
t ta
sks.
10.
Thre
e re
qui
rem
ents
to
fulfi
lling
p
rom
ise
and
pot
enti
al.
1. U
nder
stan
d t
he im
por
tanc
e of
bei
ng a
n A
gen
cy M
anag
er
2. G
et a
n ov
ervi
ew o
f th
e ro
les
and
res
pon
sib
iliti
es
3. U
nder
stan
d t
he c
riti
cal s
uc-
cess
fact
ors
of m
anag
ing
an
insu
ranc
e ag
ency
20Voices Of Sales Pte. Ltd. (S’pore)
OUTSTANDING AGENCY MANAGEMENT
Topic 1
Performance Criteria
Assessment and Tools
REAL Activities
1. Understand the importance of being an Agency Manager 2. Get an overview of the roles and responsibilities 3. Understand the critical success factors of managing an insurance agency
1. Checklist of KRAs 2. Typical Weekly Schedule of an Agency Manager 3. Sample annual schedule for agencies 4. Template to measure agency management activities
1. Open discussion about agency management 2. Determine their weekly schedule 3. Determine their agency’s KPIs
Voices Of Sales Pte. Ltd. (S’pore)
21Voices Of Sales Pte. Ltd. (S’pore)
Underpinning Knowledge and Activities
*
1. The five key differences between selling and sales
management.
2. The seven roles of a sales manager.
3. The differences in selling today versus yesterday
4. Three key principals to reaching the top.
5. The five basic things you will learn
Activity: Open discussion about agency management
1.1. PIVOTAL SKILL
1.2. MANAGING AND LEADING
1. Key changes to make in your self image.
2. Seven management tools.
3. Key management tasks.
Activity: Determine their weekly schedule
4. Three requirements to fulfilling promise and poten-
tial.
Activity: Determine agency KPIs
22Voices Of Sales Pte. Ltd. (S’pore)
1. KEY DIFFERENCES BETWEEN BEING A SALESPERSON AND A SALES MANAGER
When you're a salesperson, your job is to develop accounts.When you're a sales manager, your job is to develop people.
As a salesperson you perform alone.As a sales manager you perform with others.
You use to be playerToday, you’re now a coach
You were one of the boys or ladies.Now you are a part of management
You use to have a simple job.Now you have a complex job.You need to make a paradigm shift.
2
1
5
4
3
1.1 THE PIVOTAL SKILL
23Voices Of Sales Pte. Ltd. (S’pore)
2. THE SEVEN KEY ROLES OF A SALES MANAGER
You must manage yourself.
Set goals and objectives
Create action plans You have to organize the work
You measure results Your job now is to communicate and motivate
You have to recruit and manage salespeople
1.1 THE PIVOTAL SKILL
24Voices Of Sales Pte. Ltd. (S’pore)
3. THE SEVEN KEY DIFFERENCES IN THE FIELD OF SELLING TODAY
1. Sales today are more difficult
2. Sales today take longer
3. Sales today are multi call vs single call
4. Customers today are more knowledgeable
5. There are multiple decision makers
6. Competition is tougher
7. Salespeople are more individualistic. They are more difficult to
deal with and more eccentric.
1.1 THE PIVOTAL SKILL
25Voices Of Sales Pte. Ltd. (S’pore)
4. THREE KEY PRINCIPALS TO REACHING THE TOP
You are responsible - no excuses
You're in charge - no complaining
You can do it.
1 2 3
1.1 THE PIVOTAL SKILL
26Voices Of Sales Pte. Ltd. (S’pore)
5. THE FIVE BASIC THINGS YOU WILL LEARN
How to recruit, manage and motivate a superior sales force.
How to make your numbers predictably
How to gain the respect and esteem of others. You will become a role model for others in your organization.
How to take control of your own future
You will learn how to be an outstanding sales manager.
2
1
5
4
3
1.1 THE PIVOTAL SKILL
27Voices Of Sales Pte. Ltd. (S’pore)
Activities*
Open discussion about agency managementInstruction:
Referencing to some pointers pick up during the delivery of UK on the white-
board. Single the most critical issues of agency management and open for
discussion
Create a need to the next chapter of ‘Managing and leading’ center on the
agency manager
Referencing Ideas :
Checklist of key results areas (KRAs)
28Voices Of Sales Pte. Ltd. (S’pore)
1. There are many differences between selling and man-
aging an agency. In order for us to perform successfully, we
need to adopt the roles of an Agency Manager.
2. Our job is the key to the company’s success
3. As an Agency Manager, we are responsible for every-
thing that happens within our agency
4. Our future is as unlimited as the quality of the sales team
we build.
LEARNING POINTS
29Voices Of Sales Pte. Ltd. (S’pore)
KEY DIFFERENCES BETWEEN BEING A SALESPERSON AND A SALES MANAGER
1. Prospecting
2. Perform Needs Analysis
3. Sales Presentation
4. Handling Objections
5. Closing the Sale
6. Servicing and administering policies
7. Maintaining technical knowledge
8. Managing self
1. Recruitment
2. Career Presentation
3. Selection
4. Training
5. Supervision
6. Coaching
7. Team Building
8. Managing the Agency
AGENCY MANAGEMENTSALES
Additional Reference Idea: THE PIVOTAL SKILL
30Voices Of Sales Pte. Ltd. (S’pore)
The comments of two successful members of the field force who made different choices illustrate the difference between the two careers.
I think a great many personal producers made a mistake, as I did, in not taking a long look at the advantages they have. Few people are more independent or enjoy more security than the top agents. On the other hand, the responsibilities that a manager must assume — deciding who should or should not enter the business, attempting to train and su-pervise those selected, helping recruits to manage their finances —make me completely unenthusiastic about a sales management position."
The second individual looked towards a management career from the first day and is now building and operating a thriving and growing sales office
My background in my former occupation was one of working with and leading people. One of my primary reasons for pro-ducing consistently high sales was to help me qualify for a position in management. Management is a complex and difficult job. It affords me little privacy and demands all of my time, but I'm a manager because I'd rather be a manager than hold any other job I know. I like the thrill and satisfaction I get from taking on a new recruit and seeing that indi-vidual grow, make more money, give the family a better standard of liv-ing, gain prestige in the business and in the community, build self-con-fidence, and develop an understanding of people. If an individual has the qualities necessary to be successful in management, I believe that person will never be completely happy doing anything else."
The first individual accepted management as a "promotion," discovered that it was a mistake, and returned to personal selling.
“
“
Additional Reference Idea: THE PIVOTAL SKILL
31Voices Of Sales Pte. Ltd. (S’pore)
PROS AND CONS OF BEING A SALESPERSON VS BEING AN AGENCY MANAGER
PARADIGM SHIFT
• Have more autonomy
• Have less responsibilities
• More privacy
• Have a higher income potential
• Have to opportunity to earn passive income
• More prestigious
SALES MANAGERSALESPERSON
1. Success in management depends on the abilities and actions of others
2. Successful agents who enter management may actually earn less during the first few
years in management
3. Managers lose the freedom of action that an agent enjoys
4. Management includes living with the shortcomings of others and training people who
learn at varying rates of speed
5. Part of a manager's reward comes from the personal satisfaction of helping others to
be successful
6. Management requires the ability to be a business leader and topflight administrator.
Additional Reference Idea: THE PIVOTAL SKILL
32Voices Of Sales Pte. Ltd. (S’pore)
A Leader is BEST,When people barely know he exist,Not so good when people obey and acclaim him,Worst of all, when people despise him.
“Fail to honor your people, They fail to honor you”;
But of a good leader, who talks little,When his work is done, his aim fulfilled,They will all say, “ We did this ourselves.”
LAO TZE
“
”
Additional Reference Idea: THE PIVOTAL SKILL
32Voices Of Sales Pte. Ltd. (S’pore)
33Voices Of Sales Pte. Ltd. (S’pore)
Leader of one, leader of many; if you can’t lead one you can’t lead many.
Anonymous
“”
THE SEVEN KEY ROLES OF A SALES MANAGERLeadership by Example
33Voices Of Sales Pte. Ltd. (S’pore)
Additional Reference Idea: THE PIVOTAL SKILL
34Voices Of Sales Pte. Ltd. (S’pore)
THE SEVEN KEY DIFFERENCES IN THE FIELD OF SELLING TODAY
THREE KEY PRINCIPALS TO REACHING THE TOP
CHALLENGES OF MANAGING AN AGENCY
1. Products are more complex
2. Customers’ are more sophisticated and have higher expectations
3. Salespeople are more difficult to deal with
4. Competition is more aggressive
5. Technology is continually evolving
6. Regulators are monitoring the industry more closely.
The buck stops here”“Never complain, never explain. If it is to be, it is up to me“Harry Truman33rd President of USA
U ”
Additional Reference Idea: THE PIVOTAL SKILL
35Voices Of Sales Pte. Ltd. (S’pore)
High Performance Agency MANAGEMENT High Performance Agency LEADERSHIP
1. Outstanding Agency Management
2. Building a Successful Agency Culture
3. Recruitment Strategies
for Fast Growth
4. High Impact Career Presentation Skills
5. Selecting Peak Performing Agents
6. Market Planning for Success
7. Performance Management and
Supervision
8. Conducting Effective Training and
Meeting Sessions
1. The Essence of Leadership
2. The Strategic Leader
3. Effective Delegation and
Communication Skills
4. Superior Coaching Skills
5. Motivating Agents to Peak Performance
6. Building a Champion Agency
7. Time Management for Results
8. Formulating a Winning Agency Blueprint
Additional Reference Idea: THE PIVOTAL SKILL
36Voices Of Sales Pte. Ltd. (S’pore)
1. Key changes to make in your self image.
2. Seven management tools.
3. Key management tasks.
4. Three requirements to fulfilling promise and potential.
MANAGING AND LEADING
37Voices Of Sales Pte. Ltd. (S’pore)
1. SEVEN KEY CHANGES TO MAKE IN YOUR SELF IMAGE
You are now responsible for success of your business. See yourself as the president of your business.
Remember you are in a key position. You have the pivotal role.
You get results through others.
Being a leader means the ability to elicit extraor-dinary performance from ordinary people
Move toward leadership. Your job as a leader is to develop incredible ability to get results
Management and leadership are on the same continuum
The quality of thoughtfulness is most important.
2
1
5
7
4
6
3
1.2 MANAGING AND LEADING
38Voices Of Sales Pte. Ltd. (S’pore)
2. SEVEN MANAGEMENT TOOLS TO BE THE BEST
3. SEVEN KEY MANAGEMENT TASKS
1. Vision and values
2. Key result areas.
3. Standards of excellent performance - measurable.
4. Critical success factors.
5. The limiting step concept.
6. Core competencies.
7. The concept of winning edges.
1. PLANNING The key word is clarity
2. ORGANIZING Assembling the resources necessary
3. STAFFING 95% of your success
4. DELEGATING Allows you to get leverage
5. SUPERVISING The basic rule is inspect what you expect
6. CONTROLLING Measuring performance
7. REPORTING Upward and downward.
1.2 MANAGING AND LEADING
39Voices Of Sales Pte. Ltd. (S’pore)
Activities*
Determine their weekly scheduleInstruction:
Give some examples of the common activities of an agency manager
Ask for some examples of key management activities and how managers pri-
oritize their days/weeks/months and years
Referencing Ideas :
Use Typical Weekly Schedule of an Agency Manager and Sample annual schedule for agencies.
40Voices Of Sales Pte. Ltd. (S’pore)
4. THREE REQUIREMENTS TO YOUR FULFILLED PROMISE AND POTENTIAL
Get continually better in each area.
Remember Kaizen - continuous betterment.
Your life only gets better when you do.
1 2 3
1.2 MANAGING AND LEADING
41Voices Of Sales Pte. Ltd. (S’pore)
Activities*
Determine agency KPIsInstruction:
Ask for any examples some roles model agency managers they can give and
stimulate some discussions and comments
Common denominators of success for agency managers.
Referencing Ideas :
USE: Template to measure agency management activities.
42Voices Of Sales Pte. Ltd. (S’pore)
LEARNING POINTS
Your role as an Agency Manager/Leader is to establish
agency goals and then lead your people to achieve them.
Keeping proper records and ensuring that everyone stays
productive is more management than leadership.
Another way of saying it is that managing is the maintenance
of what is already in place. Leadership, on the other hand, is
reaching for new heights. Managers keep things the way they
are to avoid trouble. Leaders take prudent risks to gain great-
er productivity. YOU WANT TO BE A GOOD MANAGER, BUT YOU ALSO WANT TO BE A GREAT LEADER.
To become both - and get home safely - consider these tips:
43Voices Of Sales Pte. Ltd. (S’pore)
1. First, be a good manager. Ensure your operation is con-
forming to your company’s standards. Watch details. Get re-
ports out on time. Achieve the good feeling that comes from
having everything under control.
2. Next, become a positive influence. Set new goals and mo-
tivate others to reach them. Stay positive. Keep things chal-
lenging. Don’t permit agents to become bored.
3. Help your people reach their goals. Help them feel better
about themselves. Provide the rewards and recognition they
deserve. The better they feel about themselves, the more
they will produce.
4. Now and then establish your authority. Agents need to
be reminded that a discipline line exists. One way to demon-
strate your authority is to make decisive, difficult decisions.
Another is to counsel disruptive agents and expect continued
improvements in productivity.
5. Indentify your core competencies and capitalize on it.
6. Continually learn and improve yourself everyday.
44Voices Of Sales Pte. Ltd. (S’pore)
Successful leaders embrace the power of teamwork by tapping into the in-nate strengths each person brings to the table.“
”
Additional Reference Idea: MANAGING AND LEADING
Vince LombardiCoach of Green Bay PackersU
Leadership isn’t a position, it’s a process that produces the desired results. If you don’t pro-duce results, if you don’t execute – you’re not a leader. Leaders get paid for results; not for being right. Results come from mistakes – being wrong – and leaders must possess the mental toughness to handle mistakes, take account-ability for them, and quickly abandon efforts that fail to produce results.
Perhaps you don’t want to be a “Lombardi” type of leader; challenging & demanding. Maybe you don’t think you can be that kind of a leader. That’s ok, as long as you pro-
duce results with whatever approach you feel comfortable with. But keep in mind that ultimately, it’s not whether people like you or approve of you as a leader; it’s whether they produce for you.
45Voices Of Sales Pte. Ltd. (S’pore)
MANAGEMENT is a process in-volving five functions —planning, organizing, staffing, directing, and controlling. This program demon-strates how managers use proven tools and systems to implement these functions.
LEADERSHIP involves creating a vi-sion of what can be, developing a strategy to achieve the vision, find-ing the resources to implement the strategy, a nd bringing together a group of people willing to make the vision a reality.
Management and leadership are not mutually exclusive; they complement each other. Effective sales managers combine skills in both areas. Creating sound strategies requires skillful budgeting and planning. Bringing together a group of people who are committed to realizing a vision requires leadership.
S
Additional Reference Idea: MANAGING AND LEADING
Is a process involving:1. Planning2. Organizing3. Staffing4. Directing5. Controlling
Company Goals
Agency Goals
Leadership Management
Is a process involving:1. Creating a vision of
what can be2. Developing a
strategy to achieve the vision
3. Finding the resources to implement the strategy
4. Bringing together a group of people willing to make the vision a reality
46Voices Of Sales Pte. Ltd. (S’pore)
Managers are people who do things right.While leaders are people who do the right things.“Warren Bennis, Ph.D
U
1. Managers Administer, Leaders INNOVATE
2. Managers Maintain, Leaders DEVELOP
3. Managers Control, Leaders INSPIRE
4. Managers have Short Term Views, Leaders have LONG TERM Views
5. Managers Ask How and When, Leaders Ask WHAT and WHY
6. Managers Imitate, Leaders ORIGINATE
7. Managers Accept status quo, Leaders CHALLENGE status quo
Additional Reference Idea: MANAGING AND LEADING
47Voices Of Sales Pte. Ltd. (S’pore)
Differences between a Boss and a Leader
Bosses Leaders
Creates fears
Creates resentment
Says “I”
Fixes blame
Knows how
Makes work drudgery
Relies on authority
Drives
Creates confidence
Breeds enthusiasm
Says “We”
Fixes mistakes
Shows how
Makes work interesting
Relies on cooperation
Leads
Additional Reference Idea: MANAGING AND LEADING
48Voices Of Sales Pte. Ltd. (S’pore)
SEVEN MANAGEMENT TOOLS TO BE THE BEST
1. FYP
2. FYC
3. SPC
4. Product mix
5. Persistency
6. Cases
7. Recruitment
8. Retention (3 yr retention rate)
9. Promotion
10. Complaints.
KEY RESULT AREAS TARGET
Additional Reference Idea: MANAGING AND LEADING
49Voices Of Sales Pte. Ltd. (S’pore)
CRITICAL SUCCESS FACTORS
Every field of endeavor has a number of critical success factors that mea-sure and determine its success or failure.
RESULTS!
Recruitment
Retention
Productivity
Leadership
Additional Reference Idea: MANAGING AND LEADING
50Voices Of Sales Pte. Ltd. (S’pore)
CORE COMPETENCIES
1. Recruitment
2. Career Presentation
3. Selecting and Interviewing
4. Training
5. Supervising
6. Coaching
7. Motivating
8. Team Building.
Additional Reference Idea: MANAGING AND LEADING
Recruitment
Supervision
Training
Career Presentation
Coaching
Teambuilding
Selection
51Voices Of Sales Pte. Ltd. (S’pore)
WINNING EDGE
Small differences in performances will result in big differences in rewards
52Voices Of Sales Pte. Ltd. (S’pore)
A leader is someone who knows the way, goes the way and shows the way.“”
53Voices Of Sales Pte. Ltd. (S’pore)
APPENDIX
1. Checklist of KRAs
2. Typical Weekly Schedule of an Agency Manager
3. Sample annual schedule for agencies
4. Template to measure agency management activities.
54Voices Of Sales Pte. Ltd. (S’pore)Copy right: Voices Of Sales Pte. Ltd. (S’pore)
Version: 1
ALPM 2
Dynamic of AGENCY LEADERSHIP
LMAgency LEADERSHIP - Practical MANAGEMENT
55Voices Of Sales Pte. Ltd. (S’pore)
Topic 1
THE ESSENCE OF LEADERSHIP
Performance Criteria
Performance Criteria
1. Understand the importance of Agency Leadership
2. Experience the difference between effective and ineffective leadership
3. Understand the qualities of effective agency leadership
Conduct a leadership self-assessment