How do you use social media in your job?

Christopher M. Paradiso: Social media is woveninto every aspect of how we do our job. It's part of how we attractnew clients, communicate with current clients and brand our agencyin our community. With regard to creating social media networks,the best way to understand that is to emphasize that you shouldalways be expanding your network. Ask your clients to “Like” you onFacebook. Connect with your peers and business contacts throughLinkedIn. Make sure that you're backlinking on the websites of yourbusiness partners. Social media is not an “event,” but rather aday-to-day way of doing business.

Rachael Rizzi: First and foremost I use it tostay current on coverages, products and services of carriers andallied partners. While newsletters, email blasts and productlunch-and-learns are great, my time is spread thin and often doesnot permit full attention in those mediums. However, quick snippetsvia Facebook or Twitter posted by carriers and other alliedinsurance industry companies provide me the “CliffsNotes” versionof what's happening and allows me control to filter what requiresfurther research.

I also use it to stay connected with my clients and help promotetheir businesses. In Nevada, laws regarding gifts and other typesof “thank you” gestures are pretty strict; I use social media allyear long to support events, promotions, etc. Nothing says “thankyou” and keeps a client loyal like helping them succeed in theirbusinesses.

Next, I use it to learn from other professionals in the industryas well as business in general. I have groups on LinkedIn where Ireview hot topics and trends with industry professionals all overthe world. This includes engaging in conversations and attemptingto help others solve issues.

Finally, I use it to keep tabs on my competitors and keycontacts. If a client or prospect becomes friends with acompetitor, it is a pretty good sign that the client is shopping.This changes the way that I approach a renewal or new businessmeeting. Most importantly, if a key client contact makes additionalconnections, I can use that information to get introductions andreferrals.

Brent Kelly: I use social media daily in myjob. I see social media as just another extension to build anddevelop relationships. I still love networking in person andface-to-face interactions, but social media has allowed agents tofurther engage and build solid relationships.

I slowly created my social media network over time. I use all ofthe different social media platforms in different ways. I alsostarted a blog, brentmkelly.com, to provide value and better engagemy followers. I have found it very beneficial to network with otherpeers in the industry that are using social media to continue tolearn and be more efficient with social media. 

Next: The panel tell what legislative issues interestthem.

What advice do you have for young agents struggling inthis industry?

Rizzi: The great thing about young people isthat they typically have high ideals and a ton of passion. Whenthey enter the workforce, they are ready to conquer the world. Thiscan be a downfall because they don't yet have the training orexperience to bridle those ideals and passion in a productive andprofitable way.

My advice, to borrow a page from Johan Galtung, is that “we mustbe realists in our brains while keeping the flame of idealismburning in our hearts.” It is important to keep two perspectives ofthe world in mind: one of the way the world is now, and one of theway it could be. Keep that optimism and conquer the world, but doso while having your feet planted firmly in the ground. Respectyour capabilities where you are now and ask for help frommentors.

Kelly: The first few years in the industry canbe overwhelming. There is so much to learn, and some of the bestlearning comes from failure. I think young agents need tounderstand that they will sometimes get knocked in the teeth andfail, but the good ones not only get back up, they learn and growfrom mistakes.

I would suggest that all young agents find great mentors. Thesedo not necessarily all have to be insurance people, just successfulpeople in business. Great mentors appreciate the fact that you wantto learn and get better. Successful people generally want to helpyou be successful, so use their knowledge and experience.

Also: Read, read and read some more. One of my favorite quotesis, “Books are the quietest and most constant of friends; they arethe most accessible and wisest of counselors, and the most patientof teachers.” 

Paradiso: During their first few years, youngagents struggle to understand what the brand of their business willbe. They admirably say that “they'll write anything” and laterrealize that they have spent an inordinate amount of time chasingafter clients that would soon be running away from them. I would encourage them to develop a brand—who you are and what willbe the “guiding principles” of your agency. Balance your businessplan with what you will give back to the community.

What legislative issues interestyou? 

Paradiso: It's hard not to be worried andconcerned with healthcare and its future. So many unknowns make itincredibly nerve-wracking for all of us.

Kelly: Workers' compensation reform is a bigissue in Illinois, which is not very competitive with oursurrounding states, and many business owners are very frustratedwith the system. I am hoping to be a conduit to provide informationand resources to my clients on this issue.

I also specialize in cyber liability, so I'm very interested tosee how the federal and state governments respond to some of thedata breach issues and privacy laws. This is going to be a bigtopic in the coming years.

Rizzi: On a local level, I hope to see threebig challenges make it to the legislature this session. First,Nevada is infamous for difficult construction defect laws andregulations. The hope is that Chapter 40 will undergo somesignificant changes—specifically to include the right to repair aswell as to redefine construction defect in a way that allows for amore fair process. Additionally, we have massive DMV reportingissues with our DMV insurance verification system. While it plaguesindividual insureds, it is causing chaos for owners and insurers ofcommercial fleets. There are several bills scheduled to go to thelegislature this session that would look to preclude commercialfleets from the current verification system. Finally, there is alot of discussion on the possibility of reforming the ways thatself-insured groups (SIGs) do business in Nevada. Currently therules and regulations are applied differently to SIGs than to othertypes of insurance companies. Given the high risk of these types ofgroups, this approach doesn't seem to make much sense.

On a federal level the Patient Protection and Affordable CareAct and how it affects the service that licensed, independentagents provide is the main issue that I follow. Luckily, Nevada'sexchange system, the Silver State Exchange, is one of the best inthe country and we have an amazing Insurance Commissioner whounderstands and believes in the value that we bring to the table.The other focus within the PPACA is the medical loss ratio.Including agent commissions as overhead has devastated the manybrokers financially and forced several to close their operations.In the absence of the advice and advocacy of licensed independentagents, consumers are left to negotiate with insurance companies ontheir own. It is therefore critical that the MLR exclude agencycommissions in order to ensure the prolonged viability of theindependent agency system. 

Next: The panel discusses mentorship qualities andstruggles.

What qualities does your mentor need?

Rizzi: The No. 1 quality of a mentor is a willingness to learn.A lot of people view a mentorship as a one-way street where theeducated imparts wisdom on the ignorant. However, the mentor-menteerelationship is a two-way street in which each party learns fromthe other. Don't misunderstand; the lessons each retains aredifferent, but equally as important. Where a mentor providesguidance on proficiencies and skills, a mentee provides feedback asto a mentor's leadership style as well as challenges to old ways ofthinking. I have, in every instance, learned far more from those Ihave mentored than I taught them.

Kelly: Integrity, strong work ethic and passion, to name afew.  Good mentors care more about making their industrybetter than about personal success. The great mentors are sopassionate about their business that they understand success isabout making a difference.  They have a cause bigger thanthemselves and enjoy sharing with others so they can pass alongtheir knowledge.

Paradiso: I believe that the most important quality a mentor canhave is to help create a network of people that can provideguidance in areas that the mentor may not have.

What was the biggest challenge you faced in 2012 as ayoung agent, and how did you handle it?

Kelly: The biggest issue in 2012 has been determining my valueproposition.  There are so many agents and othercompetition out there, that it can be easy to get lost in theshuffle. I have learned that you can't be all things to all people.As a people pleaser, that can be tough.

I developed a written value proposition that tells my prospectsand customers exactly what to expect. I have targeted my strengthsso I better provide value to my ideal clients and learned thatalthough you can't be great at everything, you can strive to be thebest at where you are already great. Delegation, focus andpreparation are key.

Paradiso: My greatest challenge in 2012 was the definitivebranding of my agency. Instead of limiting myself to being aninsurance agent, I needed to redefine my role as a business owner.While that may seem like a small change, it brought into focus theneed for me to focus my leadership on every aspect of my businessand bring the day-to-day tactics—staffing, advertising, companyrelationships, IT—into alignment with my overall strategicgoals.

Rizzi: Finding the right balance between retaining currentcustomers and actively pursuing new ones. Operating in Nevada, oneof the hardest-hit areas in terms of economic downturn, presentsmany challenges in and of itself. First, you have a market that hastraditionally been highly dependent upon new construction andgrowth. In a market like that, there is more than enough newbusiness to go around. After the meltdown, construction ceased andgrowth slowed to a snail's pace. Companies with traditionallystrong financials continue to close their businesses and new onesare not being opened as fast. Thus there is a drastic shrinkage inthe marketplace. Accordingly, the competition for not only newbusiness, but the retention of key accounts has become fierce. Addto that being a relatively new kid on the block and you have aperfect storm.

In terms of dealing with this situation, the first thing I didwas get my head in the right space. It's easy when the going getstough to sacrifice ethics and to take short cuts. I had to developa thick skin and strengthen my integrity so that when I lost acurrent client or didn't land a new one, I focused on the positivesand potential rather than getting caught up in the drama andfinancial loss. I focused on my strategy, first protecting theaccounts that I already had in an effort to deliver stability andthen picking very carefully the new business opportunities that Iwent after. Specifically, I adopted a plan that will take longer toproduce results; however, it is something that no one else isdoing. Through this effort I found that the key to thriving, asopposed to just surviving, is approaching things from a differentperspective than everyone else in the tank.

Next: the panel discuses age-related workplace conflictsand technology.

Have you experienced any age-related workplaceconflicts? How were they resolved?

Kelly: I haven't experience any seriousconflicts, but I have certainly seen differing opinions amongdifferent generations.

I think the key to resolving some of these conflicts is toreinforce that everyone is on the same team and that we should alllearn from each other. Communication is huge. I know there arestereotypes across generations and often that causes people toassume things that aren't necessarily true. Different generationscan offer tremendous value to each other if they are both willingto listen and respond to each other. They may not always agree, butat least they can better appreciate their point of view.

Rizzi: I was born on the cusp of where mostexperts split the Gen-X and Gen-Y delineation. This puts me in theunique position to appreciate the hard work of baby boomers like myparents, but also connects me to the ideal of pay for performanceembraced by Millennials. In my workplace there is a cultural shifttaking place from entitlement to accountability. In my opinion,this shift has much to do with the age of the folks involved. Whilethis is a concept that I wholeheartedly embrace and support, Ioften find it frustrating when others fight against it. What seemslike a clear and logical way forward to me is viewed by some of myolder counterparts as a betrayal of their loyal, tenuredservice.

Fortunately, as I work for a fairly small independent agencywith a strong corporate structure supported by a “mom & pop”shop culture, there are a lot of opportunities provided fordiscussion and input, strategizing and planning. As we have workedtogether over the past several years to cut costs, increaserevenues and augment efficiencies, the process of this shift hasbecome easier and easier, with more people understanding why theshift is necessary and embracing it.

With technology, Millennials are fast workers. How doyou direct your remaining work time in a way that works foryou?

Kelly: I believe many Millennials are resultsdriven versus schedule driven. With technology, we can perform mostof our work from outside the office. Although I think this can makeus more productive, it also can lead to lack of focus and purpose.It is very important to have distinct tasks and goals for a givenday. This provides focus and clarity to get the most importantprojects done and not get sucked into emails and other lessimportant items.

Paradiso: With the availability of smartphones,tablets, laptops and wi-fi, businesses have unprecedentedflexibility when it comes to getting things done. We have to adoptthe mindset that “business happens”—undefined by specific locationor time zone—and we need to be aware of that dynamic and embrace itto its fullest. When your staff has clearly defined goals and thetools to meet those goals, the “where and when” the process takesplace becomes secondary to the completion of their objectives.

Our office culture is to give our all and enjoy what we do. Mystaff shows enthusiasm for their positions here at the office,takes pride in their work and most importantly, enjoys life. We area very close-knit group, yet have the ability to separate work frompersonal. The affinity we have for one another and our professionis exuded in our work, the office atmosphere and our attitudes.It's contagious.

Rizzi: I am extremely fortunate that theculture of my company allows for flexibility to balance work withlife, particularly for folks in my position. As a child of thetechnological age, using technology comes easy and naturally forme. Consequently I am able to do many things faster than others inmy position do. The surplus of my time is spent participating inactivities that either enhance my professional or personallife.

On the professional end, I currently serve as the president ofthe Independent Insurance Agents of Southern Nevada (the SouthernNevada chapter of the Big I) and as the president elect/vicepresident for the Nevada Young Agents Committee. Planning meetings,mixers/events and educational seminars for the furtherance of ourindustry enhances my network of carriers, allied partners andagents throughout the state. I also participate in other industryand business association meetings, mixers/events and educationseminars. Finally, I write—including guest columns for NevadaNonprofit News and the Las Vegas Business Press and blogs forAmerican Agent & Broker, putting out my experiencesand expertise.

As far as the personal interests go, as a wife and mother of twosmall children I use the remaining surplus time for them. Forexample, every Wednesday morning I take 20 minutes out of my day toread to my son's kindergarten class or I'll take half a day off andgo to the movies with my husband. I choose the times I do this whenI have a mixer or gala to go to later that day or on the weekend. Ialso often work for a few hours at night or on the weekends fromhome once everyone else has gone to bed or are busy doingactivities. This allows me to balance the time I spend away fromthe office for a class party or doctor's appointment with the tasksI have to complete.

There are two rules that I subscribe to that ensure that thebalance never tips to one side or another. First, I focus 100percent% of my energy on what I am doing at the time. If I amworking then I use my tech savvy skills to crank out what I need toget done as quickly and efficiently as possible. Alternatively, ifI am with my kids I try not to check work emails or take work phonecalls. The other rule is that I seize every opportunity to beproductive. Don't get me wrong, I have and enjoy as much down timeas the next person, but if there is an opportunity to get somethingdone in a space that is filled with nothing I take advantage ofit.