But finding sales talent can be a challenge, and Wepler says turning to experienced insurance producers is not necessarily the answer. He held disdain for what he calls “jumpers”—those whose motive is solely to optimize their own income before jumping to another agency.

Among the best candidates to consider, according to Wepler, are former business owners, entrepreneurs hungry for growth and ex-military because of their loyalty, work ethic, and willingness to work long hours.

Unless they have been through an insurance intern program, college graduates are the least desirable because they lack the experience, he says.

A successful sales development program needs to include a mentor to guide the recruit. The recruit should initially receive a salary that transitions to commission over a period of months, says Wepler. At the end of that salary period, it's time for the recruit to sink or swim: no production—no paycheck.

As important as recruiting a sales for is managing it, Wepler notes, and a CEO that cannot do this needs to hire a sales manager. He says a Marsh Berry analysis shows that agencies with a full-time sales manager produce more revenue. A successful agency with more than $50 million in sales revenue averages between four to five sales managers, Wepler says.