“If it ain’t broke, don’t fix it” is that cliché describing what we typically do. We tend to react to things that are broken rather than anticipate and deal with things before they’re totally broken.
Jim Collins eloquently coined the expression “the enemy of great is good” in his best seller Good to Great. How does this apply to all of us in the employee benefits business? It doesn’t matter if you are a producer, account manager or benefit analyst. We all need to strive to grow and improve. We cannot accept mediocrity or even good. We need to continue to grow our capabilities, delegate more efficiently and increase the level of services we provide our clients. The 21st century definition of literacy is not the ability to read and write, but rather the ability to learn, unlearn and relearn … that is the world in which we live!
How do we avoid the trap of accepting good when we have the capacity to be great? Continual self analysis is critical … and a formalized process for reviewing what and how we do everything is crucial. This could be a formal or informal process, but something that one should review on a regular basis.
The following questions might provide the framework for your discovery:
- What new skills do you need to learn to remain relevant?
- What are you doing that you should no longer do or should be delegated to someone else?
- What new challenges and opportunities should you prepare yourself for?
- What new processes can you put in place to improve the quality of the service you provide or improve the efficiencies you are trying to deliver?
- How can you provide support and assistance to your team members and help elevate their game?
- Is there a better way of doing it?
“If it ain’t broke, don’t fix it” is a recipe for disaster. You must demonstrate leadership and accept responsibility for your future, the future of your organization and your industry. Make the commitment not to just be good, but to strive to be great!
Torelli, CLU, ChFC, MSFS is president of Newport Beach, Calif.-based e3 Financial.
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