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 helps agencies maintain business, serve employees and continue contributing to our communities.

Dealing with carriers in tough times requires clear understanding of each other's needs and wants. We advocate for clients on product and price. We must communicate the need for workflow improvements to our carriers so we can operate more efficiently for our sake and for our customers.

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

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

Good customer communication calls for–and feeds–strong partnerships. As we gain insight into how clients operate, we can respond properly and more efficiently.

By better understanding their needs, we can better understand our own, and then we can share knowledge and resources that help each other prosper.

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

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

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

Make use of your association and user group memberships. Take part in Web seminars, chapter meetings, online forums and other resources. Better yet, volunteer on committees and boards to boost your 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's no money tree. You must do more with less.

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

Effective technology usage supports this. Time saved by customer service representatives using real-time functionality for inquiries, service transactions and quoting can be invested in client and prospect relationships, account-rounding activities and more sales.

Approach expenses strategically. Arrange business trips to achieve multiple objectives. Supplement travel with Web seminars and online meetings for training and client- and partner-relations activities.

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

Finally, consider alternative work arrangements–logging in from remote locations or allowing flex-time–to serve agency and staff needs during difficult times.

Last but not least, empathize with others. Everyone's feeling the pinch. Consider what you can do to help and recognize their situation. Develop a top-down mentality to build a good sense of self. Know who you are–don't try being who you're not. Operate with transparency.

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

Empathize with employees. Recognize their struggles. Strengthen your relationships and support them where possible. If changes become necessary, approach them from a business perspective, of course, but recognize how they affect your people. Bolster recognition–something we all need.

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

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

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

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

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