DETROIT HUSTLE
Sales Story #1: Rookie Year
When I was a rookie, Virkus used to make me bring him an active RFP every week. Specifically, a case that I didn’t think I was competitive on pricing/planned to DTQ.
Almost every time, Mike would find something I didn’t see. Being a 21 y/o Western Michigan grad, there’s no reason I would know things like advanced pricing strategy/unwriting criteria – he made me understand (literally).
Before that, as a trainee – Schiller would come into my office and go rapid-fire quiz questions on contract. As you’d expect, it wasn’t basic life or standard STD provisions – think tax choice, disability definitions, and rate load adjustments.
While the two often made me feel like shit in the process – Virkus & Schiller unquestionably made me a better rep by strengthening my awareness around previously unknown information (pricing/underwriting/contract).
Those three areas became my game and how I differentiated from the competition. I knew my competitors’ contract better than they did – a clear edge few reps have, let alone a young gun like me. In fact, aside from Ken Kelley, you won’t find many people in Colorado who understand LTD contracts better than I do.
But that’s not the takeaway; I genuinely couldn’t care less about anything I’ve done in the past. Outcomes are irrelevant - what’s important is the process. So, let’s take a look…
By making me bring a case I thought was a DTQ, combined with trying my best to avoid a wrong answer/subsequent Virkus jab – I evaluated every detail, thinking about pricing & alternate solution options from all angles.
Similar w/Schiller & contracts – I made notecards for every piece of information on every page of the product guide, spending many late nights studying whatever specimen contract I could find.
The result of all the learning?
Well, I ended up leading the west region three years (of three), maintaining top spot in the standings virtually the entire time (aside from ntnl/peo deals). But again – who gives a shit? Leading in lines serves zero importance from a business standpoint. What is important for business – is growth.
Seeing as territory growth metrics are somewhat neglected (for whatever reason), if you’d like an example, take a quick look at the three-year profile for my top broker – CoBiz Financial (now BOK): https://bit.ly/AA_Territory-Growth_CoBiz
Link opens PDF in new browser / I will call out a few points below
As you’ll see, I took a small regional broker with a virtually non-existent block, and turned it into my horse that produced nearly fifty lines and $500,000 of annual revenue.
Considering my education & proven performance in college - my sales game was strong upon joining the Michigan team.
Fresh out of school, I was a hungry dog ready to get after it, and my competitive drive was willing to do whatever it took to win – wouldn’t have mattered if I was in Detroit or Cincinnati.
Thankfully, I joined one of the highest performing offices in the history of Unum. They won two of the previous three OOTY’s / Virkus was one year removed from top 3 rep / and Schiller won rookie by nearly double that of 2nd place - now arguably the top rep in the industry.
I don’t take my development for granted – I’m proud of where I came from and the fact that I, quite literally, learned from the best. BUT…
Are Virkus & Schiller the sole reason I was successful?
Did having the information guarantee performance in the field?
If I didn’t perform, would that have made it Mike & Mike’s fault?
To all of the above – hell no! I think we can all agree there (except maybe Virk on #1)
Did it help my development & overall performance? Of course! How could it not?
Virkus & Schiller helped improve my performance by providing an opportunity to grow, simply with access & equipping me with new knowledge. If nothing else, they strengthened my awareness of what’s important for success, ultimately improving my ability as a salesperson…
Now it’s my turn.