The Email With No Punch Pulled

The Farm Bureau Papers

A Future Vision from the Past

“It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat.” – Theodore Roosevelt.

“Citizenship in a Republic,”

Speech at the Sorbonne, Paris, April 23, 1910

Allow me to begin by expressing gratitude to those who have taken the time to consider this document. You may end up thinking me grandiose because I possess limited inherent credibility, authority, or standing to present these observations. I am under no illusion that sending this information carries the potential risk of jeopardizing my insurance career, which, admittedly, spans a relatively brief three and a half years. However, this may be that moment if one is afforded a single opportunity to instigate meaningful change. My motivation is not personal recognition, but rather the pursuit of impactful transformation.

While some have cautioned me against this, citing the unlikelihood of a positive outcome and the fact that this isn’t a movie, I believe the potential benefits outweigh the risks given the insurance climate and the possibility for positive change.

If you have received this email, it is through much council and with a specific individual purpose. There is a good chance of no turning back after I hit send.

When Joe hired me a little over three years ago, I explicitly told him that I quit a sales job before and that I am not a salesman and if you require a salesman, do not hire me. In hindsight, while the first part was correct, the part about not being a salesman was not entirely true. I did indeed leave that prior sales role, but in reality, I possess reasonable sales aptitude. My greater strength, however, lies in systems, processes, and operational efficiency.

I aim to leverage these skills to empower those around me who excel in sales, enabling them to perform better, with greater efficiency, and with consistent, repeatable success. I derive satisfaction from facilitating the growth of already skilled individuals, assisting them toward excellence.

During my tenure with Joe’s agency over the past three years, I am confident I have contributed positively to this objective. Most recently, our adoption of CRM technology has significantly amplified these efforts. Throughout this implementation, I have observed and identified challenges that may warrant further discussion.

Paper 1

The Problem:

First, and this is probably believed by most if not all receiving this message, CRM is one of the most potent tools Farm Bureau possesses. The more agencies that use this tool effectively and exclusively, the more powerful it becomes.

Secondly, Farm Bureau is plagued by a vast disconnect between its different aspects. Communication is slow and ineffective, resulting in significant missed opportunities every day. The issue does not lie with the quality of the people; we have some of the country’s best agents and support staff. The problem arises from the uniqueness of our agents and agencies, each with their own way of selling and operating. Effective communication is challenging when everyone speaks a different “language”, and there is no one-size-fits-all solution.

Lastly, the company’s core values have been inverted over the last decade. We have shifted from quality to quantity, resulting in more restrictions and penalties to curb unwanted behaviors. Instead of changing incentives, these restrictions are discouraging agents and causing them to look for loopholes. The “Lance Juett” model exemplifies this issue, jeopardizing reliable agents who have built their businesses one brick at a time. It seems like that high quantity model is an anomaly. The overall message is clear: you get the behavior you incentivize, and our current incentive structure is not aligned with the company’s original values.

Proposed Solution:

I believe that a more uniquely individualized approach to CRM can be the first significant step towards solving many problems the company will face for the next 5 to 10 years. Since its introduction, the general plug-and-play method has been attempted, and the usage data does not support the effort. CRM is used more like a “brick and mortar” library than Audible on your phone. It is treated as add-on, not the central hub.

Call to Action:

To accomplish this, a team that is on the ground with each agency must be created. The goal of this team is not to teach the agents how to use CRM, but to teach CRM how to be used by the agent. Every agency is different and changing, and CRM must learn how to change along with it. Our dynamic agency force is what makes Farm Bureau unique and valuable. We serve the needs of the people where we are, and those needs are different depending on your location. You will never get 100% buy-in any other way. You cannot one size fits all, such a dynamic agency force.

If it is not too forward to state, I should be the one chosen to lead this team. CRM is powerful

enough to translate all the different business models, goals, and personalities so that the entire company can communicate instantly and effectively. Information is power, and we are sitting on an infinite power source.

This is not just an idea. CRM is being used on a small scale and the instant business insight is profound. Scaling this approach is much easier than it looks on face value, and is quicker to implement and get results than a webinar. The initial development in Joe’s office was less than a week, with no significant outside help. Each day has given more insight into the most important areas.

Farm Bureau’s Foundational Identity

Farm Bureau Financial Services stemmed from the broader Farm Bureau movement, so understanding its initial mission requires looking at the context of its founding. Here’s a breakdown:

The Core Problem: In the early 20th century, farmers and rural communities faced significant challenges accessing essential services, including insurance. Mainstream insurance companies often viewed farmers as high-risk, leading to high premiums or outright denial of coverage.

State Farm Bureaus’ Response: State-level Farm Bureau organizations, formed to advocate for farmers’ interests, began addressing this problem. They initially focused on property insurance, particularly fire and windstorm coverage for farm buildings and equipment.

The Mission: The core mission was to address these unmet needs by:

Providing affordable and reliable insurance: The primary goal was to offer insurance products tailored to the specific risks faced by farmers, at rates they could afford.

Serving the rural community: Beyond just farmers, the emerging insurance services aimed to support the broader rural population, who often faced similar access issues.

Operating on a cooperative or mutual basis: Many of the early Farm Bureau insurance efforts were structured as mutual companies, meaning they were owned by the policyholders. This reinforced the focus on serving members’ needs rather than generating profits for external shareholders.

Expanding Services: Farm Bureau aimed to keep expanding services that the members needed. This would later include financial services.

Farm Bureau Financial Services was founded to provide farmers and rural communities access to fair and necessary financial protection that was unavailable or too expensive. It was about self-help and mutual support within the agricultural community.

I believe that in this day and age, people are starving for this, and Farm Bureau is in the best position to give it to them. That same care and mutual support can be translated into urban. Farm Bureau is the company that made me believe you can trust insurance. However, that trust is quickly being eroded, and tomorrow could be too late if we don’t wake up now.

Conclusion

I will end my main points here for now. If you have made it this far, thank you again. My goal is

not to bemoan the fact that our rates are high or throw stones while in a glass house. My goal is to connect, to bring together, and put forth a vision for the future that lets us stand on what is best.

We need to grab hold of the values and purpose that have made this company great before it has eroded past the point of recovery. Providing people with fair and necessary financial protection, no more, no less.

We cannot afford to let any more good people get off the bus. That is on every level, from the very top to the trainers, the agents, the associates, and the 20-year clients. No price is too high to keep the right people on the bus.

A strong company-wide individualized CRM focus can be the first of many steps to leverage one of the more unique insurance company offerings on the market. If we move in this direction, we will see a significant change is the day to day in a matter of months. With the industry the way it is now, there is better time to take a calculated risk in this direction. What are we hoping to achieve by staying the same?

We cannot trade quantity for quality. In the end, a lot of nothing, is still nothing.

Paper 2

Appendix

The New Position: Role and Responsibilities:

Agency CRM Systems Consultant

The insurance industry is increasingly competitive and customer-centric. To thrive, agencies must leverage technology effectively, and a well-implemented CRM system is paramount.

However, many agencies struggle with selecting, implementing, and optimizing these systems, leading to wasted resources and missed opportunities. This necessitates the creation of a dedicated CRM Systems Consultant role within our company.

Farm Bureau, specifically, sits in a primed position. A company built on a relationship is bound to be what people trust—the correlation between money spent and face-to-face interactions. The price of insurance will force people to seek a face. Farm Bureau is one of the last companies to shake your hand instead of sitting in front of a computer.

Relationships are what Farm Bureau was built on, and relationships will be what we can stand on. We need technology to manage those relationships to do this the most effectively. We don’t want to talk to someone through a computer screen, but we need a screen to remind us to talk to someone. That is what CRM stands for—customer relationship management. CRM does not

replace relationships; it just helps us manage them.

This role is needed because every relationship is different, and each Farm Bureau agency has hundreds of them. Farm Bureau is built for customization, and each agent’s style and office prove the point. A cookie-cutter approach for a completely versatile agency force seems counterproductive. With a few basic principles and values, each unique agency can comfortably integrate into CRM. However, each integration must look different for each agency.

The core responsibilities of a CRM Systems Consultant perfectly address the critical challenges faced by insurance agencies:

• Needs Analysis: Insurance agencies often have fragmented customer data and inefficient workflows. A consultant can analyze their specific processes, identify pain points, and recommend a CRM solution tailored to their unique needs. This ensures the agency invests in a system that addresses its challenges rather than a generic solution.
• Configuration: Microsoft Dynamics 365 CRM allows consultants to recommend and configure the most suitable option for optimal performance within the insurance agent’s specialties.
• Implementation and Training: Many agencies fail to fully utilize their CRM due to inadequate training and overwhelming information. A consultant can provide comprehensive training to staff, ensuring they understand how to use the system effectively and adopt the best data entry and usage practices. A consultant will be able to help filter the unnecessary to help the agency focus on the essentials. This will lead to increased user adoption and return on investment.
• Reporting and Analytics: Insurance agencies must track key metrics like customer retention, policy renewals, and claims processing. A consultant can develop customized reports and dashboards to provide valuable insights for decision-making, enabling agencies to optimize their operations and improve profitability.
• Integration Management: Seamless integration with other systems like policy management software and marketing automation tools is essential. A consultant can ensure these integrations function correctly, streamlining workflows and improving efficiency.
• Change Management: Introducing a new CRM system can be disruptive. A consultant can manage this transition, addressing user concerns and providing ongoing support, ensuring a smooth and successful implementation.
• Strategic Consulting: A consultant can advise agencies on leveraging their CRM to achieve broader business objectives, such as improving customer retention, increasing sales conversion rates, and enhancing customer satisfaction. This strategic guidance will help agencies maximize the value of their CRM investment.

By creating a dedicated CRM Systems Consultant role, our company can:

• Increase customer satisfaction: Helping insurance agencies improve customer service and streamline operations.
• Drive revenue growth: Helping agencies increase sales conversion rates and improve customer retention.
• Enhance our company’s Reputation By providing valuable expertise and support to our insurance agency clients.
• Create a competitive advantage: By offering a specialized service that differentiates us from other providers.

Compensation

• Base Salary/ Benefits
  • Equal to Jay Morales Employment Contract

Benefits and Return on Investment

This outline is an exhaustive list of benefits that most of you know. You can skim this section if you desire. My point in listing this out is to show the value left on the table by not customizing this system on an individual agency level. The benefit would initially be gained by investing different efforts in our agent training, onboarding, and even associate training. I have met many bright associates with high potential and trust that Farm Bureau understands and maximizes what is best.

This call is to think differently, leverage the strengths of the people we have, and listen to the voices closest to the source. We are in the midst of the storm and this CRM adjustment could help us see through it.

1.  Accountability

• Individual customization allows you to tailor the CRM to track the specific metrics and activities defining your agency’s accountability. This goes beyond generic sales numbers.

○     Examples:

• Track Activity Types: Track not just the number of calls but also the type (cold call, follow-up, demo), email response rates, meeting scheduled vs. completed, proposal delivery times, etc.
  • Set Individual Goals & Thresholds: Customize goals for each salesperson based on experience, territory, or product focus. Set thresholds for acceptable performance, triggering alerts for managers if a rep is falling behind.
    • Automated Reporting & Dashboards: Create personalized dashboards for each salesperson and manager, showing real-time performance against goals. Automated reports can be scheduled for regular review.
    • Workflow Automation: Create workflows that guide salespeople through the sales process, ensuring consistent follow-up and adherence to best practices. This reduces reliance on individual memory and ensures steps aren’t missed.
    • Gamification: Create internal, friendly competitions to increase morale and motivation.
    • Onboard & Termination: The ability to hire and fire quickly. Put people in the right seat on the bus, and as an agent spend more of your time driving the bus.
  • Impact: This level of detail provides complete transparency into each salesperson’s performance. It’s easy to identify top performers, those needing coaching, and specific areas for improvement. It shifts accountability from a vague concept to a data-driven reality. The agent is no longer the “bad guy,” the process is.

2.  Lead Management

• Customization lets you define lead stages, scoring, and assignment rules that match each agent’s sales process perfectly.

○     Examples:

• Custom Lead Stages: Define stages beyond the basics (e.g., “New,” “Contacted,” “Qualified”). Add stages specific to your agency, like “Needs Assessment Completed,” “Proposal Sent,” “Negotiation,” “Verbal Commitment.”
  • Lead Scoring Logic: Create a custom scoring model that assigns points based on factors relevant to your agency (e.g., lead source, industry, company size, engagement level, specific expressed needs).
    • Automated Lead Assignment: Set rules to automatically assign leads to the right salesperson based on territory, expertise, workload, or lead score.
    • Lead Nurturing Campaigns: Build automated email sequences tailored to different lead segments, nurturing them through the sales funnel with personalized content.
    • Integration with Marketing Tools: Seamlessly connect your CRM with marketing automation platforms to track lead origins and campaign effectiveness.
  • Impact: This ensures leads are efficiently routed, prioritized, and nurtured, maximizing the chances of conversion. No lead falls through the cracks.

3.  Profit Center Analysis

• Customized reporting and forecasting features allow for precise revenue prediction and commission tracking.

○     Examples:

• **Commission calculators**: Salesman and owners can input their numbers and understand what their pay will be, ahead of time.
  • Customizable Forecasting: Build forecast models that align with your

sales cycle and revenue recognition policies.

• Real-Time Revenue Tracking: Track closed deals, pending deals, and their associated values in real-time.

• Commission Tracking: Automate commission calculations based on individual salesperson agreements and deal specifics.

• Pipeline Analysis: Visualize the sales pipeline at different stages, identifying potential bottlenecks and forecasting future revenue.

• Budgeting & Expense Tracking: Integrate expense tracking to understand the cost of sales and overall profitability.

• Impact: This provides clear visibility into expected income, allowing for better financial planning and resource allocation. Salespeople can confidently predict their earnings, and the agency can make informed decisions about investments and expenses.

4.  Long Term Account Retention Mindset

• Customization enables you to build processes and workflows that focus on customer success and relationship building after the initial sale.

○     Examples:

• Customer Onboarding Workflows: Automate the onboarding process for new clients, ensuring a smooth transition and setting the stage for a positive long-term relationship.
  • Post-Sale Communication Schedules: Create automated email sequences or tasks to check in with clients at regular intervals, providing support and building rapport.
    • Customer Segmentation: Segment clients based on factors like purchase history, industry, or needs, allowing for targeted communication and personalized service.
    • Feedback Collection: Integrate surveys or feedback forms to gather customer input and identify areas for improvement.
    • Relationship Tracking: Log all interactions with clients, not just sales-related ones, to build a comprehensive relationship history.
    • Renewal Reminders: Set automated reminders for contract renewals or upcoming service expirations.
  • Impact: This shifts the focus from simply closing deals to building lasting customer relationships, leading to increased retention, repeat business, and positive

word-of-mouth referrals.

5.  Quote Management

• Customization allows you to create a streamlined, error-free quoting process tailored to your agency’s specific products/services and pricing structure.

○     Examples:

• Custom Quote Templates: Design templates that include all necessary information and branding, ensuring consistency and professionalism.
  • Product/Service Catalog: Create a customized catalog of your offerings, with pre-defined pricing, descriptions, and options.
    • Automated Pricing Calculations: Set up rules to automatically calculate pricing based on selected products/services, quantities, discounts, and taxes. Quote Approval Workflows: Implement approval processes to ensure quotes meet company standards before being sent to clients.
    • Quote Tracking & Version Control: Track the status of each quote (e.g., sent, accepted, rejected) and maintain a history of all versions.

• Impact: This eliminates manual errors, speeds up the quoting process, and ensures that all quotes are accurate, consistent, and professional.

6.  Opportunity Capturing

• A direct result of well-implemented, customized quote management (point #6).

○     Examples:

• Centralized Quote Repository: All quotes are stored in a central, searchable location within the CRM.
  • Automated Reminders: Set reminders for follow-up on sent quotes.
    • Status Tracking: Clearly see the status of each quote (draft, sent, accepted, rejected, expired).
  • Impact: Prevents lost revenue opportunities due to overlooked quotes.

7.  Eliminate Redundancies

• Achieved through the comprehensive activity tracking and lead/account history within a customized CRM.

○     Examples:

• Unified Customer View: Each lead/account has a single, comprehensive record showing all interactions, regardless of who made them.
  • Call Logging: All calls, whether made through the CRM or manually logged, are recorded against the relevant contact.
    • Email Integration: Emails sent to/from leads/accounts are automatically logged in the CRM.
  • Impact: Eliminates wasted effort and potential annoyance to customers/prospects from multiple salespeople contacting them about the same thing.

8.  Incentivise Utilization Effectively

• This refers to using CRM data to create positive reinforcement programs rather than focusing solely on negative consequences. Customization is crucial for setting the right thresholds and rewards.

○     Examples:

• Define “Tipping Point”: Use CRM data to determine the specific threshold (e.g., 30% of leads from a particular network) that triggers an incentive.
  • Customizable Incentives: Design incentives that are relevant and motivating for your team (e.g., bonuses, extra vacation time, recognition).
    • Automated Tracking & Reporting: Use the CRM to automatically track progress towards the tipping point and trigger incentives when reached.
  • Impact: Creates a more positive and motivating work environment, encouraging collaboration and driving desired behaviors.

9.  Centralization

• The CRM becomes the single source of truth, replacing disparate spreadsheets.

○     Examples:

• Centralized Data Storage: All data related to leads, accounts, opportunities, quotes, etc., is stored securely within the CRM.
  • Data Import & Migration: Tools to easily import data from existing spreadsheets into the CRM.
    • Access Control: User permissions ensure that only authorized personnel can access and modify data.
  • Impact: Eliminates data silos, ensures data accuracy and consistency, and improves data security.

10.  Mobility

• Cloud-based CRMs, especially when customized for mobile access, provide complete flexibility.

○     Examples:

• Cloud-Based Access: Access the CRM from any device with an internet connection (laptop, tablet, smartphone).
  • Mobile Apps: Dedicated mobile apps optimized for on-the-go use.
    • Offline Access (some CRMs): Ability to access and update data even without an internet connection, syncing changes later.
  • Impact: Enables salespeople and managers to stay productive regardless of location, improving responsiveness and collaboration.

11. Call from CRM

• Expanded: Integration with VoIP (Voice over Internet Protocol) systems allows for seamless calling and call tracking.

○     Examples:

• Click-to-Call: Initiate calls directly from a contact’s record in the CRM.
  • Automatic Call Logging: Calls are automatically logged, including duration, time, and outcome.
    • Call Recording (where legal): Record calls for training and quality assurance purposes.
    • Screen Pops: Automatically display the contact’s information on-screen when a call comes in.
  • Impact: Saves time, improves call tracking accuracy, and enhances the overall calling experience.

12.  Activity Evaluation

• Customized reporting and dashboards allow for in-depth analysis of all sales activities.

○     Examples:

• Custom Reports: Create reports that track any activity logged in the CRM (calls, emails, meetings, proposals, etc.).
  • Performance Dashboards: Visualize key performance indicators (KPIs) in real-time.
    • Trend Analysis: Identify patterns and trends in activity data to

understand what’s working and what’s not.

• Comparison Reports: Compare the performance of different salespeople, teams, or time periods.
  • Impact: Provides data-driven insights to optimize sales processes, identify best practices, and improve overall team performance.

13.  Instant Feedback Loop

• Expanded: Real-time data and customizable alerts allow for quick identification and response to negative trends.

○     Examples:

• Real-Time Dashboards: Monitor key metrics in real-time, spotting negative trends as they emerge.
  • Automated Alerts: Set up alerts to notify managers if performance falls below defined thresholds.
    • Drill-Down Capabilities: Quickly investigate the root cause of a problem by drilling down into the underlying data.
  • Impact: Enables proactive intervention to address issues before they escalate, minimizing potential damage.

14.  Network Management

• Expanded: Custom fields and relationship tracking allow you to manage all your business contacts, not just customers
• Custom Contact Types: Create custom contact types for network groups (real estate agents, contractors, lenders, etc.).
  • Relationship Mapping: Visualize the connections between different contacts in your network.
    • Custom Fields: Add custom fields to track relevant information for each network group (e.g., license number for real estate agents, specialization for contractors).
    • Targeted Communication: Send targeted emails or campaigns to specific network segments.
  • Impact: Strengthens relationships with key partners, facilitates referrals, and expands your business reach.

15.  What are you hoping to achieve by staying the same?

• What is the opportunity cost of not customizing your CRM? How can we challenge the status quo and encourage a forward-thinking mindset? Customization isn’t just about adding features; it’s about adapting to a changing business landscape and maximizing your potential, staying the same means falling behind, losing efficiency, missing opportunities, and ultimately, limiting growth.

In summary, individual CRM customization is not just about adding features; it’s about transforming the CRM into a tool perfectly aligned with each agency’s unique needs, processes, and goals. This significantly improves efficiency, accountability, customer relationships, and ultimately, profitability. The expanded explanations above should give you a comprehensive understanding of the benefits. No matter what business model, processes, needs, or goals, they can communicate seamlessly through the data manipulation CRM provides.

Paper 3

Final Note:

Over my three years working for Joe, I’ve avoided airing personal grievances in professional settings. However, remaining silent on this particular matter would be a disservice to the company and my colleagues. My experiences with Jay Morales have been consistent throughout my tenure. His visits to our office have yielded no substantial benefits, and he typically departs having extracted more than he contributed. It’s akin to someone offering you

$100 while simultaneously lifting $1,000 from your back pocket.

Furthermore, he encourages us to adopt this approach with our clients, suggesting we provide them with services or products even if they have no genuine need. The email Jay sent following his most recent visit was the final straw, prompting me to take this firm stance. His disrespectful and inaccurate portrayal of my colleagues was outrageous. I refuse to remain passive while Jay diminishes the value of Joe’s agency.

There’s a well-known saying that evil triumphs when good men do nothing. While I wouldn’t go so far as to label Jay as evil – he’s a pleasant person on a personal level – I firmly believe that his current role is a poor fit for his skillset and approach. He is not adding value, and is in fact actively harming the agency through his actions and advice. To put the finest point on this as I possibly can, what I have created within Joe’s agency is the exact value that the position of State Growth Consultant should bring. Jay admitted as much himself in our meeting by stating after our presentation, “I don’t often feel this way, but what you guys have done has made me feel like I haven’t done my job.” I would respectfully agree.