Sounds like a dream come true, right? The accomplishment would not only increase their own income, but it would raise the success and prestige of your agency while likely increasing client satisfaction.
But getting there isn’t as easy as insisting your team members reach MDRT-level production — it also takes some work on your part. After being active in MDRT herself, Wu Shuk Ping Joyce, an agency leader in Hong Kong, China, decided to create an MDRT culture that would include all her advisors. Here are the three things she focused on:
- Culture. She speaks daily with her team about MDRT, focusing on personal growth and ethics. “I explain to them that if you are MDRT, you have to follow the Code of Ethics,” Wu said. “I also use a lot of Round the Table (MDRT’s magazine) articles. We read one of the articles and share and learn.”
- Activity. Wu uses the MDRT qualification requirements as a checkpoint for each advisor’s production.
- Whole Person concept. Wu makes sure to talk with her team about more than just numbers. She also talks about their life balance. “Growth is not only about production. It’s also about his or her life. If a person has this passion for growth, it’s easier for us to groom them to become MDRT.”
Wu likes to repeat a saying among MDRT members in Hong Kong. The first time you qualify for MDRT, it’s about luck. The second time, it’s still mostly luck. The third time is based on your own ability.
“If after three years they are still qualifying for MDRT, then they have created stable habits that will make it easy for them to keep MDRT in the fourth year and going forward,” Wu said.
What does Wu get from elevating her advisors? “The retention on my team is not that difficult because of this focus,” Wu said.
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