“When we begin our careers, we're told that sales are all about relationships, but somewhere along the line they start being about numbers. For example, I'm sure you've heard that if you call 100 clients, you'll get 10 appointments and make two or three sales from them, right?

“We buy into the story that success is about selling something, when I've found it really is about relationships–where you're more concerned with what you're giving instead of what you're getting.

“Listen, I bought that same message about numbers. I was discouraged and depressed, and I realized that if I was going to opt out, it was up to me to change.

“I asked myself, 'Am I willing to risk everything–my career, my reputation, my current success–on the possibility that sales really is about honest, authentic and above-board relationships?' I decided I was.

“Ellen, you, too, have a choice. You can continue to do what you're doing–build your book of business as you always have–or you can take a risk and engage in your clients' business, hear their concerns and use your skill and knowledge to help them advance.

“True client relationship management means listening for what our prospects don't say; for what our clients don't have the time to tell us–until they leave. The message is that we often don't pay attention until it's too late.

“Everybody knows selling by the numbers doesn't work, but we still do it. When I asked myself why, I realized that caring about your prospect, client or customer can't be faked. Your prospects will know whether you really care about them or see them as a meal ticket.

“When you were in front of current customers who were once your prospects, you did a good job of walking through a process. You were taught to build rapport, identify needs and close the sale.

“You then offered a product or service, couched in a formal proposal, to meet those needs, right? (Ellen nods.) After the prospect said, 'Yes,' you went back to your office, bound coverage and went on to the next one, right?”

“Yeah, I did,” Ellen says. “So what's your point?”

“The point is, there's something missing,” Leon replies. “The clients bought from you because they liked you and believed they'd be better off working with you. So these relationships should be your primary concern. You owe it to your clients to continue taking care of them and meeting the needs you identified in the initial sales process.”

“So give me an example, Leon,” Ellen says. “I can't even remember all the things I promised that first day.”

“That's no surprise,” replies Leon. “Most of us can't unless we have a plan. Here's what I've found:

“No. 1: In the sales process, right from the beginning, write down the problems, the challenges–all the things clients say they want to change; for example, that they don't like their supplier.

“No. 2: Write down the resources you have to help them with their problems. For example, you may have other clients who are suppliers in their industry.

“No. 3: After the sale, set an immediate appointment to meet with them to present your ideas. Go back within 30 days of binding coverage.

“No. 4: Set a specific timeline of who will do what, and by when. Bring them a six-month calendar on a single sheet of paper. Mark the months and times when you will follow up, including the times you will be meeting them to review your commitments and ask for referrals. Keep a record for yourself and for the client. Remember, too, to involve your agency team and your insurance carrier team. You don't have to do everything yourself. Instead, be a coach. You get paid to be a salesperson, not a service person.”

“This sounds like an awful lot of extra work,” Ellen says, “and I've already made the sale, so I'm getting paid. Why do this, Leon?”

“Ellen,” Leon replies with a smile, “when was the last time you received 30 referrals from a client? I've talked to people who have been in the business 20 years who say, 'Never.' One of my insureds used what I'm sharing about building client relationships and walked away with his client's database list of 400 referrals–and his client's logo to use in the referral letter!”

“Wait,” Ellen jumps in. “I think I'm beginning to get it. The training I've had on selling techniques and behavior-styles analysis–sharing it is something else I can do to benefit my clients, right?”

“Yes,” replies Leon. “By focusing on your clients' needs, instead of your own, you will build loyalty and respect. The result will be high retention and, I promise, referrals like you've never seen.”

As he gets up to leave, Leon says, “Call me sometime; I'd like to hear how it's working out for you.”

The conversation resonates in Ellen's mind. She feels hope. She's been waiting to hear this without really realizing it. She realizes, too, that Leon lives what he speaks.

The question she asks herself is, “Do I have the courage?”

Brandie Jensen is the founder of P.A.C.E, Inc., a business, coaching and training organization. She is a faculty member for The National Alliance, teaching at Ruble Seminars and Dynamics of Selling programs. She is also a consultant for IMMS, a marketing group. She has worked in an independent insurance agency as well as for a national insurance carrier. For more information on The National Alliance, call (800) 633-2165 or visit www.TheNationalAlliance.com.