By Kevin McPoyle, CIC, president and co-founder, KMRDPartners, Inc.

As a property and casualty insurance agency co-founder, I applylessons I learned while serving in the U.S. Army. Some lessons aregeneral in nature, such as the need for discipline, personalaccountability, orientation on team goals, a clearly definedmission and state-of-the-art tools. Others are more specific.

Here are six of them:

1. Identify your employees' strengths. When hewas enrolled at West Point, Gen.Ulysses S. Grant was one of the worst students in hisclass. Yet he was also one of the finest horsemen evergraduated from the Academy. As managers, we must identify employeestrengths and weaknesses. We must help them leverage theirstrengths to generate maximum gain, while steering clear of areasfor which they have little or no aptitude. Before recruiting newemployees, first decide whether you are looking for a horseman or ascholar–and know how to recognize the difference.

Read related: “5 Reasons Why Veterans Make GreatEmployees.”

2. Describe the “end state” to your reports.The U.S.Defense Dept. Military Dictionary defines “end state” as “theset of required conditions that define achievement of thecommander's objectives.” A different way to say it is“commander's intent,” an understanding of the goal of the missionand what the outcome looks like.

Agency managers must clearly describe for staff what success isin all aspects of the firm's business. This includes humanresources, new business, relationship management, claimsmanagement, marketing and just about everything else. In additionto describing the big picture, management should also supplymetrics. When it comes to success, clarity is critical. There is noroom for guesswork.

The staff has its own obligations when it comes to “end state.”Although management must be able to clearly define success, staffmust learn to listen for texture and nuance. More importantly, thecommunication process has to be open so staff can understand theintent and goal. Even under the best circumstances, a certainamount of interpretation will be necessary. Staff must also commititself to disciplined execution. Action must follow direction.Otherwise, words will remain just that.

3. Identify your “right arm.” When ConfederateGen. Thomas “Stonewall” Jackson lost his left arm at the Battleof Chancellorsville during the Civil War, Gen. Robert E. Lee is reported to have said, “He has lost hisleft arm, but I my right.” We must identify those individuals whoare vital to the long-term success of our businesses. Once theseindividuals have been identified, we must secure their allegianceand help them to thrive.

4. Each new campaign is unique. Althoughthere are lessons to be learned from past campaigns and experience,you can't apply every lesson unilaterally. Each new campaign isdifferent from past campaigns for reasons other than time andplace. Recognize when learned lessons can be applied, and wherecreative thinking must be used to solve new and unique challenges.

This realization can be especially useful during new businesscampaigns. Players are new, coverages are different and the claimshistory will have its own fingerprints. The same tired new businesspitch will be seen for what it is: a canned response to some otherinsured's problems.

Read related: “Titanic: Mother of All Disasters and EverydayRisk.”

5. Maintain a state of readiness. In anideal world, there are no enemy actions or claims. Of course,you don't need to serve in the army or insurance business to knowthis is not the world in which we live.

For soldiers, underwriters and agents, vast amounts of tediumcan occasionally be punctuated by rapid bursts of action—andoccasionally terror. What's more, this action can cause significantconsequences. To help ensure these consequences are favorable or atleast recoverable, all personnel must be perpetually ready foraction.

In working with our clients, we advise them to be ready withrisk mitigation and risk transfer measures long before risk becomesreality. What's more, we encourage them to maintain their own stateof readiness. It may be tempting for an insured to reducecoverage and safety training when good times hang around longenough to erase any practical memory of bad times. Of course, noamount of good fortune can or will preempt misfortune. It is ourresponsibility as risk managers to keep risk real and present, andencourage insureds to remain ready.

6. Commit to change. Although the U.S. Army hasone of the longest institutional memories in our nation, itfrequently adapts to change. This includes matters regardingpersonnel, recruitment, training, tactics, weaponry, fields ofbattle, enemy and much more. Even in the face of occasionalsetbacks, the army has been able to creatively revise strategies toreturn to its preeminent position.

Change is also a constant in the insurance business, includingevolving risk patterns, new social engagement tools, ever-changingmarket conditions, new types of clients and shifting competitivechallenges. Encourage and communicate a commitment to change inyour office each morning. This commitment will make you nimble,prepared for what comes next and in a position to seize theadvantage when others falter or rest.