Over the past year, businesses and individuals have been facedwith challenges they never before encountered. Economic conditionsworsened. Job cuts hit closer to–and sometimes at–home. Businessesscaled back on spending. Everyone sought deals on everything fromink to insurance.

As agents and brokers, we find ourselves struggling to addressdeclining revenues. Because the economic challenges we face aremore global than ever, we have less control than in times past–atleast in the causes and cures.

We can, however, control how werespond and position ourselves for the future. When the going getstough, the tough get a CLUE. That is, they:

o Communicate broadly

o Leverage resources

o Use assets wisely

o Empathize with others

Let's look at each point in turn.

On communication, frank, honest stakeholder discussion helpsagencies maintain business, serve employees and continuecontributing to our communities.

Dealing with carriers in tough times requires clearunderstanding of each other's needs and wants. We advocate forclients on product and price. We must communicate the need forworkflow improvements to our carriers so we can operate moreefficiently for our sake and for our customers.

At the same time, we need to recognize what helps our carrierscontinue as viable markets and deliver on that understanding.

Similarly, employee communication involves give and take. Weneed to convey clear expectations and share our agency's businessconcerns, then elicit feedback on how to improve operations. Wemust not stop there–we must act on them.

Good customer communication calls for–and feeds–strongpartnerships. As we gain insight into how clients operate, we canrespond properly and more efficiently.

By better understanding their needs, we can better understandour own, and then we can share knowledge and resources that helpeach other prosper.

On the second point, during difficult economic times, it makeseven more sense to capitalize on existing resources. Of course,personal relationships top the list. Participate in networkingevents and spend time with fellow professionals. Learn how they'recoping and offer your own suggestions.

Tap online relationship-building tools, too, such as LinkedIn,Facebook and other networking sites. Some people downplay suchsites, but remember that friends do business with friends. Facebookhelps bolster friendships.

Use Web resources, as well, to find marketing and managementideas. Don't limit yourself to insurance-focused sites, either.Search out general sales and leadership blogs, magazines andconsultant sites. They all offer ideas that you can adapt to yourown situation.

Make use of your association and user group memberships. Takepart in Web seminars, chapter meetings, online forums and otherresources. Better yet, volunteer on committees and boards to boostyour visibility and develop leadership and technical proficiency.Encourage your staff to do likewise.

As for the third point, make sure to use assets wisely. There'sno money tree. You must do more with less.

Shore up agency processes and make certain workflows deliver themost efficient use of staff. This may mean consolidating functionsand operations. It may also mean redeploying staff.

Effective technology usage supports this. Time saved by customerservice representatives using real-time functionality forinquiries, service transactions and quoting can be invested inclient and prospect relationships, account-rounding activities andmore sales.

Approach expenses strategically. Arrange business trips toachieve multiple objectives. Supplement travel with Web seminarsand online meetings for training and client- and partner-relationsactivities.

Capitalize on work slowdowns to address issues you never hadtime for. If staff cuts seem likely, invest in cross-training. Ifreductions become necessary, those who remain are stronger. Thoseyou let go are better equipped to land on their feet.

Finally, consider alternative work arrangements–logging in fromremote locations or allowing flex-time–to serve agency and staffneeds during difficult times.

Last but not least, empathize with others. Everyone's feelingthe pinch. Consider what you can do to help and recognize theirsituation. Develop a top-down mentality to build a good sense ofself. Know who you are–don't try being who you're not. Operate withtransparency.

Walk in your business partners' shoes–you'll realize howimportant it is to deliver what they need. While this should not beyour motivation, you may find that by helping your businesspartners–carriers, vendors or others–you'll see rewards aswell.

Empathize with employees. Recognize their struggles. Strengthenyour relationships and support them where possible. If changesbecome necessary, approach them from a business perspective, ofcourse, but recognize how they affect your people. Bolsterrecognition–something we all need.

Finally, put yourself in your clients' place. See where you canadd value at little or no extra cost. Take time in a downturn andrefine your services to be certain they're top-notch and respond tochanging client needs. Then tout them. Of course, price is afactor, but if you can respond to client pain, you'll scorepoints.

Tough times call for a focused response. Like in baseball,there's no crying in insurance. Don't complain about what you can'tdo. Bring value in what you offer, no matter what it is, and you'llprosper. Look around any box store and you'll find mom-and-popshops flourishing where they fill a need the big guys don't. Alwayslook for ways to fill those needs–with business partners, staff andyour customers.

Wake up every day asking, “How can I add value to my job today?”Keeping this mentality at the forefront will boost your creativityand help you find ways to add true value.

Economic hardships come and go, but agencies and brokerages witha CLUE will endure.

Mike Montgomery, with the Kansas City,Mo.-based insurance brokerage firm Lockton Companies LLC, is chairof Applied Systems Client Network (ASCnet). He can be reached at[email protected].