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Next Item Previous Item Go back to White Papers List The rising cost of health care in the United States has become a worrisome risk to a financially-secure retirement. With that in mind, it’s important to understand the various components of Medicare, the federal government program that provides health insurance to most Americans age 65 and older. For Americans 65 and older, any conversation about health care must include Medicare. Your eligibility for this program at age 65 means that your health insurance will likely become more affordable, and you won’t be denied coverage for pre-existing conditions. It’s important to understand what happens with regard to Medicare when you retire and how you can obtain the best and most cost-effective coverage. This white paper covers some important aspects of the Medicare program. What Is Medicare? The original Medicare and Medicaid programs were signed into law at the Truman Library in Independence, Missouri, by President Lyndon Johnson on July 30, 1965, with former President Harry Truman looking on. In 1945, President Truman was the first sitting president to endorse national health insurance. The original Medicare legislation (Title XVIII) extended health-care coverage to almost all Americans age 65 or older. On July 1, 1966, when Medicare was implemented, more than 19 million Americans initially enrolled in the program. About 48 million Americans age 65 and older are now enrolled in Medicare, as well as another 9 million or so younger people with disabilities. Subsequent legislation has made a number of changes to the program since 1965. How Is Medicare Financed? There are 3 primary sources of Medicare funding: Medicare Part A (hospital insurance): Medicare Part A is financed largely through a 2.9% payroll tax paid by employees and their employers (1.45% each). That amount increases to 2.35% on earnings over $200,000 single/$250,000 married, employees only), which goes into the Part A Trust Fund that helps pay the eligible hospital expenses of Medicare beneficiaries. Medicare Part B (medical insurance): Medicare Part B, which helps pay for doctors’ services, outpatient care, and home health care, is paid for primarily by general government revenues, with Medicare beneficiary premiums accounting for about 25% of the Part B financing. Medicare Part D (prescription drug coverage): Medicare Part D, which helps cover the cost of prescription drugs, is also paid for primarily though general government revenues. Some state payments and beneficiary premiums finance the balance. Who Is Eligible for Medicare? Medicare Part A (hospital insurance) is provided at no cost to U.S. citizens and permanent residents of the United States who meet certain eligibility requirements. Anyone enrolled in Medicare Part A can, on an optional basis, enroll in Medicare Part B (Medical Insurance) by paying a monthly premium. Medicare beneficiaries with higher incomes will pay higher Part B premiums. Age 65 or older: Beginning at age 65, you are eligible for Medicare if you or your spouse worked for at least 10 years (40 quarters) in Medicare-covered employment and you are a citizen or permanent resident of the United States. You do not need to be receiving Social Security retirement benefits to qualify for Medicare at age 65. At any age: A citizen or permanent resident of the United States who has end-stage renal disease (ESRD) can get Medicare at any age. In addition, regardless of age, someone who has been entitled to Social Security disability benefits for 24 months or who receives a disability pension from the Railroad Retirement Board and meets certain conditions is eligible for Medicare. Finally, someone with ALS (Lou Gehrig’s disease) will automatically receive Medicare the month Social Security disability benefits begin. If you are not certain about your eligibility for Medicare, you can call the Social Security Administration tollfree at 800-772-1213 or visit the official government website for Medicare. What Medicare Does Not Cover It’s important to know what Medicare does not cover so you can avoid surprises. Teeth, eyes, and ears. Generally speaking, Original Medicare does not cover dental work and routine vision or hearing care. This means it does not cover dentures, which can run anywhere from about $1,000 to more than $5,000 for a complete set. A single tooth implant cost close to $4,000. However, if a dental condition involves an emergency or complicated procedure, it could be covered. Routine vision checks are generally not covered. But if you have an eye condition like glaucoma or cataracts, basic Medicare will cover your care. If you decide to go with an Advantage Plan, there’s a good chance dental and vision will be included. However, it will likely be limited. Medical care outside the United States. If you plan to travel the world after your turn 65, you need to know that basic Medicare generally does not cover care you receive outside the United States. If you choose an Advantage Plan, emergencies are often covered worldwide. However, routine care received overseas might not be. In this situation, you can look into travel-medical policies specifically targeted at the 65-and-over crowd. Depending on the specifics of the coverage and your age, these policies can cost about $175 or more per month. Long-term care. In general, Medicare does not cover long-term care. There are insurance policies that cover it, although they can be pricey. And the older you are, the more they cost. On average, an American turning 65 today will spend $138,000 in future long-term-care costs, according to a 2017 Bipartisan Policy Center report. Long-term care includes things like daily help with bathing and eating. Enrolling in Medicare at Age 65 There are 2 ways in which you can enroll in Medicare at age 65. If you are already receiving Social Security or Railroad Retirement benefits: If you’re already receiving Social Security retirement or disability benefits or Railroad Retirement benefits, you will automatically be enrolled in Medicare at age 65. You should receive a package of Medicare information, together with your Medicare card, in the mail. If you don’t receive the package by your 65th birthday, contact the Social Security Administration toll-free at 800-772-1213. If you are not yet receiving Social Security or Railroad Retirement benefits: If you’ll be turning age 65 in a few months and are not yet receiving Social Security or Railroad Retirement benefits because, for example, you’ve decided to delay retirement, you need to call or visit your local Social Security office to enroll in Medicare. You can also enroll in Medicare online. You can enroll in Medicare at age 65, even if you don’t plan to retire at age 65. The recommendation is that you contact your local Social Security office or enroll online about 3 months before your 65th birthday. Medicare Part B You will be automatically enrolled in Medicare Parts A and B. But because you have to pay a premium for Medicare Part B, you have the option of turning it down. If you do not enroll in Medicare Part B during your initial enrollment period, you can enroll later during a “general enrollment period” from January 1 through March 31 of each year, with your coverage then beginning the following July. Be aware that your monthly premium could increase 10% for each 12-month period you were eligible for, but did not enroll in, Medicare Part B. Medicare Coverage Options Medicare provides you with choices on how to receive your Medicare benefits. You can choose to receive your Medicare benefits either through Original Medicare or through a Medicare Advantage plan: Original Medicare (Parts A and B): Original Medicare is operated by the federal government and consists of Part A (hospital insurance) and Part B (medical insurance). With Original Medicare, you choose your doctors, hospitals, and other health-care providers. Most people do not have to pay a premium for Part A because they or their spouse paid Medicare taxes while employed. Part B is optional because it does require payment of a monthly premium. Most people enrolled in Part B will pay a premium of $135.50 per month in 2019. Higher-income Medicare beneficiaries will pay more.You have the option to enroll in Part D – Medicare Prescription Drug Plan. It’s run by private insurance companies and helps cover the cost of your prescription drugs. Because there are gaps in the coverage provided by Parts A and B, you also have the option to purchase a Medicare Supplement or “Medigap” insurance policy, also sold by private insurance companies, to help fill those gaps. Medicare Advantage Plans (Part C): Medicare Advantage plans are generally HMO or PPO plans, although private fee-for-service plans are also available and are run by private insurance companies that are approved by and under contract with Medicare.You can choose to receive your Medicare benefits through a Medicare Advantage plan if you elect both Medicare Parts A and B. The Medicare Advantage plan will then provide other benefits covered by Parts A and B, with the exception of hospice care. The plan might provide additional benefits that aren’t otherwise covered by OriginalMedicare, such as prescription drug coverage. Unlike Original Medicare, though, Medicare Advantage plans usually require that you either use plan doctors, hospitals, and other health-care providers or pay more for the services you receive.With a Medicare Advantage plan, you do not need to, and cannot, purchase a supplemental Medigap insurance policy. Medicare Advantage plans, however, may have a monthly premium you must pay, in addition to the Medicare Part B premium. You might also be charged a copayment amount for covered services you use. Initial Enrollment Periods When you initially enroll in Medicare, you’ll need to choose between Original Medicare and Medicare Advantage. Your initial enrollment period is the 7-month period that begins three months before you turn age 65, includes the month you turn age 65, and ends 3 months after the month you turn age 65. If you decide to enroll in Original Medicare, you’ll then need to decide if you want to purchase a Medicare Prescription Drug Plan and/or a Medigap policy. Annual Enrollment Periods While your initial choice of Medicare options is an important decision, it is not an irrevocable decision. Each year, you’ll have these opportunities to change your Medicare coverage: Open enrollment period: You can make the following changes during the annual open enrollment period (between October 15 and December 7), with the new coverage taking effect on January 1 of the next year: 1) An individual covered by Original Medicare can switch to a Medicare Advantage Plan. 2) An individual with Original Medicare can add or switch Medicare Prescription Drug Plans and/or Medigap insurance policies. There might be medical underwriting requirements. 3) An individual with a Medicare Advantage Plan can switch between Medicare Advantage Plans or drop Medicare Advantage, switch to Original Medicare, and add Medicare Prescription Drug Plan and/or Medigap insurance coverage. Medicare Advantage Disenrollment Period (January 1–February 14): An individual enrolled in a Medicare Advantage Plan can switch to Original Medicare and can also join a Medicare Prescription Drug Plan. Coverage begins on the 1st day of the month after the plan office receives your enrollment form. There is no right to buy a Medigap plan without satisfying medical underwriting requirements. General Medicare Part B Enrollment Period (January 1-March 31): An individual who did not enroll in Medicare Part B when first eligible can sign up from January 1 through March 31 of each year, with the coverage taking effect on July 1 of that year. If you didn’t sign-up for Part B when you were initially eligible, you may have to pay a late enrollment penalty for as long as you have Medicare. Your Part B premium may increase 10 percent for each 12-month period that you could have had Part B coverage but didn’t sign up for it. Special enrollment period: There are situations for which you may not need to enroll in Medicare Part B when you first become eligible. For example, you or your spouse might still be working and covered by a group health plan, meaning that you don’t need Part B coverage. In this instance, you can enroll in Part B without a late enrollment penalty at the following times: Anytime while you have group health coverage based on current employment. During the 8-month period that begins the month after the employment ends or the group health plan coverage ends, whichever happens first. If you have COBRA coverage, you must enroll in Part B during the eight-month period beginning the month after the employment ends. If you enroll in Part B during a special enrollment period, you then have a 6-month Medigap open enrollment period, which gives you a guaranteed right to purchase a Medicare Supplement Insurance policy. Caution: If you receive health-care coverage, including prescription drug coverage, from a current or former employer, union, or other source, you should contact the benefits administrator before dropping any of your current coverage and/or enrolling in any of the Medicare coverage options. It is important that you understand how your insurance works with Medicare before making any changes. If You Need Help Paying Your Premiums If you cannot afford to pay your Medicare premiums and other health-care costs, there are federal and state programs available for people with limited income and resources. Here are some examples. Medicare savings programs: States have programs that pay Medicare premiums and, in some cases, might also pay Medicare Part A and B deductibles and co-insurance amounts. To qualify for a Medicare savings program, you must have Medicare Part A and meet specific state requirements with regard to your income and financial resources. To find out if you qualify, call or visit your State Medical Assistance (Medicaid) office or call Medicare at 800-633-4227. Ask about getting help to pay your Medicare premiums. Extra help paying for Medicare Part D (prescription drug coverage): You automatically qualify to receive extra help paying for Medicare Prescription Drug Coverage if you (1) have full Medicaid coverage, (2) belong to a Medicare savings program, or (3) receive Supplemental Security Income (SSI) benefits. You may qualify for the Medicare low-income subsidy (LIS) to help pay prescription drug costs if your annual income and your financial resources are below specified limits. For more information, contact your State Health Insurance Assistance Program (SHIP) or Medicare at 800-633-4227. Medicaid: Medicaid is a joint federal and state program that helps pay medical costs if you have limited income and financial resources and meet other eligibility requirements. Some people qualify for both Medicare and Medicaid (and are therefore called “dual eligibles”). Medicaid requirements vary from state to state. Contact your State Medical Assistance (Medicaid) office for more information and to see if you qualify. State Pharmacy Assistance Programs (SPARs): Some states have SPARs that help certain people pay for prescription drugs based on criteria such as financial need, age, or medical condition. Each SPAR has its own rules and helps in different ways. To find out about a SPAR in your state, call your State Health Insurance Assistance Program (SHIP). Online Resources There are so many pieces and parts to Medicare that it can get confusing. We don’t have room here to cover all the details. Please visit www.medicare.gov , the official U.S. government website for Medicare. It is a comprehensive, easy-to-use online resource that allows you to accomplish the following: Check your Medicare eligibility. Review what Medicare covers. Compare Medicare health plans, prescription drug plans, and Medigap plans in your area, including how much they cost and the services they provide. Locate helpful phone numbers and websites, such as for your State Health Insurance Assistance Program (SHIP). Learn about your Medicare rights and how to file a Medicare appeal. Download many helpful Medicare-related publications. Medicare also provides a secure online service for accessing your personal Medicare information, located at www.MyMedicare.gov . After registering on the site, you’ll be able to do the following: Complete a questionnaire that will enable Medicare to process your bills correctly. Track your health-care claims. Request a replacement Medicare card. Check your Medicare Part B deductible status. Track the preventive services you can receive. Find information about your current Medicare health and/or prescription drug plan or search for a new one. Facts About Retirement and Medicare

Penny Phillips ​ Founder, Thrivos Consulting, LLC After a decade of working with financial advisors and institutions on practice management, Penny launched Thrivos Consulting with a vision of building a firm that would transcend the traditional norms of industry consulting. Founded on the belief that in order to thrive one must successfully navigate change, Thrivos offers services designed to support professionals and institutions as they learn to turn industry challenges into opportunities. With a keen ability to connect with professionals across varying demographics, Penny has had success working with clients ranging from top independent advisors seeking support around building a multi-gen team to multi-billion-dollar enterprises looking to explore scale and growth opportunities. Penny has worked with countless advisory teams and broker dealers on issues ranging from the integration of next generation talent to succession planning to communication and behavior management. She previously ran a national business-building workshop series for financial advisors. She has authored multiple practice management programs, and has been featured as a keynote speaker at conferences and events for the following firms LPL, Investors Group, Guardian Life, Morgan Stanley, MassMutual, Northwestern Mutual, Prudential, New York Life, Signature Financial Solutions, Flexible Plan Investments, RBC, and Platinum Advisor Strategies. Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List Whether new recruits or those who have been at their job for a while, passion remains one of the biggest drivers for making sales. When agents and advisors are passionate about their job and passionate about helping their clients, they close more sales. As an owner or manager, the single most effective way you can begin to ignite passion and purpose in your team is through your attitude. If you are excited, positive, and supportive, you will see the same kind of attitude from your producers. Creating a culture of passion and purpose is so vital to the health and success of your business, so you need to make it a priority. Some things you do to start the fire and keep it burning include: Implement a Mentorship Program Mentoring relationships at your firm or agency are symbiotic; they help ignite passion and purpose in new and seasoned agents or advisors alike. Sometimes finding your sales groove in a new position takes a while, and new recruits can become frustrated with low sales and little money. Experienced pros can offer the support and encouragement to make it through the learning curve, as well as provide some tips and tricks of the trade. The one-on-one relationship also provides an opportunity for a mentor to give pointed feedback to help a new recruit overcome obstacles. Agents and advisors who have years of experience sometimes hit slumps, go stale, or develop bad habits. When they are assigned to help a new agent or advisor, it helps keep them sharp and maintain a sense of purpose. Provide Sales-focused Reading Materials You might find your top producers are book nerds who read every sales book they can get their hands on. This isn’t always the case, especially with young recruits. They haven’t read Who Moved My Cheese? and classics by Robert Cialdini, Zig Ziglar, and others. Provide your financial professionals with copies of your favorite sales-related reads. These types of books are typically written in a way which makes a salesperson greatly identify with the topics. They usually aren’t dry, which can be a drawback with some training materials. Additionally, people learn in different ways and they need to hear things repeated multiple times, in multiple ways, before it sinks in. Good books about sales repeat many of the messages you want your agents and advisors to hear and get them excited about a new and fresh presentation. For those nonreaders of the group, audio books are available to ignite similar excitement and passion. They can listen and learn while in the car, in the gym or whenever they have the time. Utilize Outside Coaching Your financial professional, especially the newest ones, will commonly obtain coaching through you and possibly a mentor. Sometimes new associates and seasoned pros might get defensive. You can give them some of the same messages and help them tackle selfdefeating behavior through outside coaching. If you aren’t internally reaching your agents and advisors, they might be more receptive to an outside coach. It’s not likely Dan Sullivan or Tony Robbins will be available to speak at your agency or firm, but you can bring in a proven outside coach, or have them attend conferences and events for personal growth. You can find speakers and coaches who focus on specific aspects of sales, but you can also find other adjacent topics focusing on personal growth, teambuilding, public speaking, and much more. Coaching, events, and conferences provides additional opportunities to improve their skills, by developing new methods and insights on growing their practices while remaining passionate about their jobs. Gaining New Insights and Passion from Study Groups Study groups have become an integral part of the value proposition of many successful firms. They are an effective retention tool, as well as a valuable resource in helping experienced associates grow, once they have mastered the basics. There are many reasons study groups are effective for retaining experienced associates. These group often provide unique opportunities to collaborate with other highly successful people. Collaboration opportunities encourage joint work between associates with complementary expertise, which could open new doors for all parties involved. As an example, one participant may have access to a key decision maker but needs the expertise of another member to close the deal. Collaborative opportunities also can benefit both parties and help them to grow their business. Sometimes these partnerships encourage associates to develop specialties that can differentiate their business from their competitors. Study groups are also an opportunity for experienced associates to learn from some of the industry’s most talented individuals. No matter how successful they are, study group participants know they can learn even more by spending time with their peers. In fact, many will thrive on being held accountable to apply new approaches or hit production goals, with the bonus of learning new and creative ways to build their business. Set Attainable Goals for Your Agents and Advisors The power of goal setting has been studied and written about ad nauseam, because setting goals works! Whether choosing to live a healthy lifestyle, training for a marathon, or selling insurance and investment products, those who set goals and write them down are more likely to achieve them. When people achieve their goals, they get a sensational feeling of accomplishment, igniting passion and purpose for them to keep reaching. This also means they are making money, and everyone is happy and driven when the commissions are rolling in. Business owners and managers who set unattainable goals for their associates are doing them and their business a disservice. Instead, use goal setting to continuously inspire your entire team to do their best. Give Recognition for a Job Well Done Some leaders subscribe to the idea that they should motivate their salespeople by fear. Fear is a strong motivating factor in many individual’s personal and professional lives, but it certainly doesn’t ignite passion and purpose. Everyone likes a pat on the back now and then when they’ve done well. Take the time to recognize good performance. This can be as simple as a “good job” when someone lands a client they have been chasing for a while, when they help a new recruit, or when they have done an exceptional job cross-selling. You can also do more formal awards such as presenting plaques, offer a gift card, or qualification for special events for a job well done. In any case, when you show your agents and advisors you notice and appreciate their outstanding performance, you will take leaps and bounds towards igniting passion and purpose throughout your entire organization. Implement an Open-Door Policy Many employers claim they have an open-door policy, but it isn’t always the case. You will be meeting with your agents and advisors about goals and performance, and to provide some personal coaching. You should, however, make it clear that your associates can talk to you too. You should especially encourage them to come to you about ways you can support them and any workplace issues they might be experiencing. Be mindful to set boundaries, so you don’t discourage individual problem-solving, which can reduce productivity, and, make sure to listen without distraction. When your team feel supported, they will want to do a good job for you. Creating Passion and Purpose for Different Age Groups Passion and purpose are the common denominators for success at the things we attempt and accomplish. Those with any background can demonstrate a high desire for purpose and an exceptional level of passion. As much as we are alike, we are also different. Our personal characteristics and life experiences form the things which inspire us. Managers and owners of firms who want to ignite passion and purpose in their existing team members and new recruits cannot use a one-size-fits-all approach. Instead, learning about the ‘hot buttons’ of our team members and recruits is just as important as learning about the ‘hot buttons’ of clients. Age is just one factor which can impact the things which ignite passion and purpose in all team members. As your business continues to grow, you will likely have financial professionals from a variety of age groups. An agent’s or advisor’s motivations change during different periods of their life. In the last decade or so, management consultants and other human resource experts have focused on generational differences between the Baby Boomers, Gen Xers, and Millennials. While it isn’t prudent to tie up your entire human resources approach in age and generational differences, and you don’t want to create any biases towards a specific age group, you should consider how core values and preferences about rewards impact your approach to create and maintain passion and purpose in each individual person. Core Values Research about core values among different age groups and generations is plentiful and inconsistent on broad topics. When you dig a little deeper and investigate the relationship between core values and recognition in the workplace, the differences become clearer. In a Ladders poll of more than 55,000 employees, the survey asked respondents about which types of things motivated them in the workplace. Older and younger generations agreed that words of appreciation and quality time were more important than tangible gifts for motivation. Yet, they disagreed about the specifics within each category. Here are some examples from the “Quality Time” category: Millennials remain more interested in team projects than older generations because they like spending time together to achieve final results/ goals. Baby Boomers and older Gen-Xers don’t mind working in teams, but their ideal process is less collaborative. They meet, delegate, and complete tasks individually. Older generations value quality time with their direct supervisor more than with their coworkers, whereas younger generations would rather spend time with their coworkers. You can apply these insights to create a culture of passion and purpose at your agency or firm by mixing up your approach to recognition. For example, you might buy lunch for your entire team after they meet their monthly goals. Another month, you might choose to individually take top producers out for a special lunch to give them some encouragement. Reward Preferences Goal setting is a common way to create passion and purpose for your agents and advisors, but the reward which accompanies those goals needs to vary based on generation. Yes, you need to treat everyone equally, but you can easily change up the rewards, so that you hit all their hot buttons in order to keep their passion and purpose at the forefront. Of course, everyone regardless of age, wants to make a decent living, pay their bills, and support their family, but money alone is not always the way to keep them passionate about helping clients and rewarding them for a job well done. Everyone is different and not everyone fits into broad generalizations made by academics and consulting firms. General reward recognition patterns for each generation may provide some insights. Here are a few of them: Baby Boomers are career-focused, goaloriented, and likely the most competitive out of all your team members. Research shows they value monetary rewards more than anything else. Often described as workaholics, Baby Boomers also appreciate peer recognition for their achievements. Generation X team members have the reputation for being slackers, but doesn’t every generation criticize those that come after them? Research does not support the slacker theory, but it does show that Gen-Xers thrive in achievement-based workplaces. They believe those who do the best work, should get promotions and rewards, not those who are oldest or have the most seniority. Gift cards, supervisor recognition, and flexible schedule options remain some of the most preferred rewards for members of Generation X. Generation Y associates, often referred to as Millennials, have grown up hearing that social security will be gone by the time they hit retirement age. This generation is all about mentoring programs, feedback loops, and a positive culture at work, but stock options might be the best monetary reward you can offer Gen- Yers. Like the generation before them, Millennials also respond well to supervisor recognition and flexible work schedules as rewards. Generation Z associates unlike generations before them, prefer social rewards more than monetary rewards for a job well done. The youngest generation is a group of techsavvy multi-taskers, who love passion projects, meaningful employment, and taking on additional responsibility. It’s fair to say that some of these characteristics might be more attributable to age than generation – eager, young, idealistic college grads out to change the world. Generation Z expects flexible work schedules, so it’s unlikely you have any members of Generation Z unless you have already offered them flexibility. Reward Generation Z through mentorship, constructive feedback, and including them on any special client projects which you might be working on. Contact Hoopis Performance Network to Create Passion and Purpose for Different Groups When you take the time to know your team members individually, learn about their values, and understand their reward preferences, you can go a long way in creating passion and purpose for each of them, which benefits the entire workplace culture at your firm or agency. HPN provides knowledge and skills training for management, producers, and staff in the financial services industry. Whether you own or manage an insurance agency or an investment firm, we want to give you the tools you need to successfully grow your business in a competitive industry. Contact us today for your training and education needs and to learn more about how to create passion and purpose for individual team members as a part of different groups, with varying life experiences and backgrounds. Igniting Passion into Your Firms Culture

Next Item Previous Item Go back to White Papers List One of the most important questions parents who have a child with special needs ask themselves is, “What’s going to happen to my child when I’m no longer here?” To a large degree, the answer to that question will depend on the steps you begin taking today to arrange for your child’s future well-being. Having a child with special needs requires considerable planning, both for the short term and the long term. Taking care of the legal formalities regarding your child’s long-term care will give you peace of mind. First Steps Planning for the future care of a child is important under any circumstances, and it’s especially critical to do so for a child with special needs. Here are initial steps you should begin taking today: Assess your child’s prognosis. Will your child ever be able to earn a living, manage assets, and live independently? Your evaluation of issues such as these will then guide you in the type of planning you need to complete to provide for your child. If you are unsure about your child’s future prognosis, be conservative in your assumptions. You can always change your plans in the future. Review your financial situation. What assets do you have available to provide for your child’s future financial needs? What can you do to accumulate additional assets for his or her care? Evaluate living arrangements. Where do you want your child to live after your death, or if you become physically unable to care for your child? Will your child need a guardian (or conservator)? Understand government benefits. Do you know what government benefits are available and what the requirements are to qualify for them? Government benefits and their requirements can play a major role in your child’s future well-being. Improper or careless planning could make your child ineligible for certain benefits. Government benefits fall into two groups: Entitlement programs. Eligibility for entitlement programs is based on meeting certain requirements, such as age, disability, or blindness. An individual who, for example, meets the required definition of “disability” is entitled to receive benefits, regardless of that individual’s financial situation. Needs-based programs. To receive benefits from a needs-based program, a disabled individual cannot have income or assets above stated amounts. Legal Planning Overview Once your initial assessment is complete, the care and well-being of a child who is either a minor or an adult who is mentally, physically, and/or developmentally disabled can be greatly enhanced by your efforts to complete legal, medical, financial, and educational planning. This white paper focuses on the area of legal planning. Please see our other white paper for tips on medical, financial, and educational planning for a child with special needs. In general, legal planning will establish how your estate will be distributed when you die. Who will care for your child with special needs when you’re no longer able to do so? How can your estate be arranged to provide for your child without disqualifying him or her from receiving government benefits? The 6 legal issues listed below are important in planning the future for a child with special needs. Will. The primary purpose of a will is to state how you want your assets distributed at your death. Guardian. If your child’s condition warrants it, give careful thought to naming a future guardian or conservator for your child, after both parents are gone. The child’s guardian may be different from the trustee of financial assets. Letter of intent. A letter of intent serves as a blueprint of what you want your child’s life to be like if there comes a time when you can no longer care for him or her. Special needs trust. This type of trust that can receive and manage assets for the benefit of your disabled child, without disqualifying him or her from receiving government benefits. Be careful here—boilerplate wording from an attorney who is not experienced in this field will not suffice. Special needs trusts should be specific and include exact wording, to prevent your child from being disqualified from receiving government support. As your child reaches adulthood, you might lose the authority to make decisions for him or her. The two documents described below enable you to continue assisting your adult child in making appropriate decisions throughout his or her lifetime. Both documents refer specifically to the Health Insurance Portability and Accountability Act of 1996 (HIPAA). This allows disclosure of medical and hospital records and information to the “agent” that is not subject to federal regulation of privacy rules. Don’t forget to identify “alternate agents” to carry on for you after you are no longer able to do so. Power of attorney. This legal instrument is used to delegate legal authority to another person, giving that person the authority to make property, financial and other legal decisions during the lifetime of the person who executes the power of attorney (the initiator). A power of attorney remains in effect only while the initiator is alive. Upon the initiator’s death, it is automatically canceled and of no effect. Medical directives. In addition to recording the treatments an individual wishes to have or not have, should he or she become unable to make those decisions, a medical directive also appoints a proxy—someone to make medical decisions for a person who cannot make medical decisions on his or her own. Now let’s examine each of these 6 important legal areas in more detail. Your Will A will is the legal document that states the actions you want taken after your death, with regard to the disposition of your property, the guardianship of any minor or disabled children, and the administration of your estate. If you die without a will, you are said to die “intestate,” and the state in which you reside will make these important decisions through its intestacy law. This means that the state will determine who receives your property, who becomes the guardian of your minor and/or disabled children, and how your estate will be administered. By preparing your will, you can avoid negative potential implications such as the following: The court-appointed guardian might not be someone your child even knows. Any inheritance received by your child in excess of $2,000 could disqualify him or her from receiving needs-based government benefits. A will is an important first step in your legal planning… it sets everything else in motion. Guardians In most states, once a child reaches age 18, he or she is presumed to have decision-making capacity, and the parents’ legal authority ends. Parents of children with special needs have various options, each with advantages and disadvantages depending on the situation, to establish a new legal authority to continue making important decisions for the child. If the child is incapable of making personal or financial decisions once he or she reaches the age of majority, a parent—or anyone else who is an adult, is not incapacitated, and does not have a significant conflict of interest—can petition the court to be appointed the adult child’s guardian or conservator (the terminology is different in different states). It’s important to give careful thought to who will have responsibility for your child with special needs after both parents are gone. A guardian or conservator is the individual who will care for your child and manage his or her affairs when you’re no longer available or able to do so. The laws regarding this person’s roles vary from one state to another. Among the various guardianship/conservatorship arrangements, there are 2 basic types, and you will need to select one of them. Your choice will largely depend on your evaluation of your child’s developmental disabilities: Limited guardianship or conservatorship. The powers of the guardian or conservator are limited to reflect the needs of the disabled individual. A limited guardian or conservator is appropriate if your specialneeds child is capable of performing some, but not all, the tasks of daily living and/or managing his or her financial resources. General guardianship or conservatorship. The guardian or conservator has full decision-making powers for a disabled individual with respect to finances, living arrangements, medical care, etc. Letter of Intent A letter of intent is a blueprint of your child’s situation and your wishes for your child when you are no longer there to carry them out. Although it is not legally binding, the letter provides direction for the person or persons who will be caring for your child. Write a letter of intent as soon as possible and update it as your child grows. Include the following types of information: The child’s vital information (full name, nickname, place and date of birth, Social Security number), plus the name and contact information of anyone involved in your child’s life, such as a caseworker, school or work contact, financial advisor, executor of your will, and/or the child’s guardian. Medical information about your child, including diagnosis, care, and support he or she currently receives, medications, emergency instructions, physicians, therapies, etc. It’s a good idea to either include a set of the child’s medical records or to state where those records are located. A “snapshot” of your child’s capabilities with regard to activities of daily living (eating, bathing, getting dressed, toileting, transferring, and continence). Any special equipment your child needs, such as wheelchairs, shower chairs, modified computers, voice-recognition software, utensils or plates, etc. Also include whom to contact to maintain this equipment or where to go to repair or replace it. Education your child has received, as well as future education you’d like him or her to receive. Living arrangements…where would you (and your child) like for the child to live if something should happen to you? What happens if you become physically unable to care for him or her anymore? Indicate whether you feel your child can live independently or would be better in a group environment. This decision might need a long lead time (years, even) to put into place for independent living, depending on where you live. Employment opportunities that you feel might be open to your child when he or she becomes an adult. Social/behavioral information, such as activities and the types of toys your child enjoys, who your child likes to play with, plus any behavior-management issues, including how you discipline your child. Dietary information, including food likes and dislikes, diet restrictions or allergies, problems swallowing, etc. Religious information, as appropriate. Financial guidance, including information about medical insurance, financial resources available to the child, and whom to contact for assistance and additional information. Special Needs Trust The purpose of a special needs trust is to provide financial assets for your child’s future care and well-being, while maintaining his or her eligibility for government benefits, such as Social Security, Supplemental Security Income, Medicare, or Medicaid. Under current federal law, an individual with more than $2,000 in assets will be disqualified from most needs-based government benefits. State assistance programs might also be based on need. The only exception to this law is an ABLE account, also known as a 529 ABLE or 529A account. It is a state-run savings program for eligible people with disabilities in the United States. Rules governing ABLE accounts are codified in Internal Revenue Code section 529A, which was enacted by the Achieving a Better Life Experience Act in 2014. If your child were to receive an inheritance from you directly, it’s highly probable that the inheritance would disqualify him or her from receiving needed benefits. Do not leave assets directly to your child. With a special needs trust, you leave assets to the trust. The trust is managed by a trustee, who can use trust assets on your child’s behalf. Special needs trust requirements are stringent, so it’s important that you consult with an experienced attorney to set one up. In a properly structured special needs trust, the trust holds title to the property for the benefit of the disabled child or adult. The assets in the special needs trust can be used to provide for the needs of the disabled individual and to supplement benefits received from government assistance programs. For example, trust assets could be used to provide your child with the following: Transportation, including the purchase of a vehicle Training, rehabilitation, or education programs Equipment Payment of medical, dental, and eyesight needs Payment of insurance premiums Companion/home health aides Entertainment Items to enhance quality of life/self-esteem A special needs trust can hold cash, as well as title to stocks, bonds, mutual funds, real estate, and personal property. In addition, it can own and/or be the beneficiary of life insurance policies. Another use for a special needs trust is to receive any proceeds from personal-injury settlements without jeopardizing the disabled individual’s eligibility for government benefits. Special needs trusts are designed to supplement, not replace, the kind of basic support provided by government programs like Medicaid and Supplemental Security Income (SSI). Special needs trusts pay for comforts and luxuries – “special needs”—that could not be paid for by public-assistance funds. This means that if money from the trust is used for food or shelter costs on a regular basis or distributed directly to your disabled child, those payments will count as income to him or her. This can affect eligibility for government benefits. One of the trustee’s most important jobs is to use discretion in making distributions from the trust, so as not to jeopardize the beneficiary’s eligibility for these government benefits. If the beneficiary receives SSI, here are some basic expenses that should not be paid through a special needs trust without consultation with a special-needs attorney: Cash given directly to the beneficiary for any purpose Food or groceries Restaurant meals (except if given as an occasional gift) Rent or mortgage payments Property taxes Homeowners or condo association dues Homeowners insurance if the insurance is a mortgage requirement Utilities such as electricity, gas, and water Utilities hookup or connection charges However, many of these payments will only cause a 1/3 reduction in SSI benefits. The trustee may determine that the benefit of the trust making these payments far outweighs the loss of income. Still, to ensure that your child can retain eligibility for government benefits, it’s important that wellintentioned family members, such as grandparents, understand that their wills should bequeath assets to the special needs trust, not directly to the disabled individual. Power of Attorney A power of attorney (POA) is a legal document giving one person the power to act for another person. Conventional POAs lapse when the creator becomes incapacitated, but a “durable POA” remains in force to enable the agent to manage the creator’s affairs, and a “springing POA” comes into effect only if and when the creator of the POA becomes incapacitated. A medical or healthcare POA enables an agent to make medical decisions on behalf of an incapacitated person. A person who is appointed as power of attorney is not necessarily an attorney. The person could just be a trusted family member, friend, or acquaintance. Medical Directives Medical directives, also known as advance directives, guide choices for doctors and caregivers if a person is terminally ill, seriously injured, in a coma, in the late stages of dementia, or near the end of life. Advance directives need to be in writing. Each state has different forms and requirements for creating legal documents. Depending on where you live, a form may need to be signed by a witness or notarized. You can ask a lawyer to help you with the process, but it is generally not necessary. You can change your directives at any time. If you want to make changes, you must create a new form, distribute new copies, and destroy all old copies. Specific requirements for changing directives can vary by state. It’s easy to feel overwhelmed when doing the legal planning needed to ensure that your disabled child will get the best care possible. But advance legal planning is critical to ensuring that all potential scenarios are covered. Being proactive in this area can prevent costly, stressful, and time-consuming problems from occurring down the road. Legal Planning for a Child with Special Needs

John Nichols MSM, CLU President of Disability Resource Group, Inc. John F. Nichols, MSM, CLU is a nationally recognized disability benefits consultant, the creator of disability products and administration systems and an expert witness in disability proceedings. Nichols serves as president of Disability Resource Group, Inc., a national insurance agency that he founded in 1999. John Nichols joined the National Association of Insurance & Financial Advisors in 1985 and was elected NAIFA Secretary in 2011. He was the 124th National President for the year 2013-2014. In 2007, NAIFA Chicago Region recognized John with their Leadership in Life Award. He is in the top 20 of lifetime contributors for NAIFA’s IFAPAC. He is a frequent speaker at an array of national meetings, including MDRT Main Platform 2012, a session speaker in 2004, 2010 and 2015, NAIFA National, and over 500 state and local NAIFA programs. He obtained his CLU designation in 2003 and graduated with his Masters in Science Management with an emphasis in Leadership in 2011 from The American College. John is a member of the President’s Circle contributor level at the American College. As a life and qualifying MDRT member, John has two Court of the Table and ten Top of the Table qualifications. Additionally, he is an Excalibur knight level contributor and Legion of Honor member to the MDRT Foundation. In 1993, John had a near-death experience from a water skiing accident that left him paralyzed from the neck down to his toes. Through six years of rehabilitation, he reached a level of recovery that less than 1 percent of all spinal cord injury patients attain. John, who in 2010 and 2012 was LIFE’s industry spokesperson for Disability Insurance Awareness Month, has chronicled his story in his first book for the financial advisor world, Income Protection, The Conversation. His second book released in 2014 entitled, Passion, Purpose, Protection, The Ability of Disability Insurance is to help the consumer understand the value of protecting their ability to earn an income. In 2012, John received the Richard M. Daley and Maggie Daley “Golden Shoe” Award for being the #1 Bank of America Chicago Marathon fundraisers for non-for-profits. John spends time in Chicago, IL and Lyons, CO and loves to travel, hike and train for marathons. Previous Speaker Go back to Speaker Network Next Speaker

Eszylfie Taylor ​ President at Taylor Insurance & Financial Services Eszylfie Taylor is the president and founder of Taylor Insurance and Financial Services located in the financial district of Pasadena, California, and serves as financial advisor to individuals, business owners, and high net worth families. Over the past decade, Mr. Taylor has been widely-recognized as an accomplished producer in the industry, receiving the National Association of Insurance and Financial Advisors (NAIFA), “Agent of the Year award: Los Angeles” in 2010 – 2012. Additionally, Mr. Taylor is a 13-time “Million Dollar Roundtable” qualifier, the last four of which he has been a “Top of the Table” producer, ranking him in the top 1% of all producers, worldwide. Most recently, he was selected to win NAIFA’s Top 4 Under 40 Advisors award for 2015. Mr. Taylor has achieved consistent high levels of production due to a combination of education, motivation, a positive outlook and deep desire to help others improve their lives. Over the course of his career, Mr. Taylor has obtained the Series 6, 63, 65, and 7 licenses, in addition to a Life and Health Insurance license. Mr. Taylor began his career at age 22 with New York Life Insurance Company, where he soon ascended to the Chairman’s Council reaching the ranking of #1 Broker in Los Angeles (2006 – 2013), Chairman’s Cabinet, which defines the top 50 agents out of the Country’s 13,000 plus (2010 – 2013), and #1 Agent for the Company’s African-American market (2006 – 2013). In 2007, he began building his own firm, Taylor Insurance and Financial Services. In 2013, he left New York Life to grow his independent insurance and financial services firm. Eszylfie was born and raised in Pasadena, California. As a top flight high school athlete playing in four varsity sports, he completed a notable collegiate basketball career at Concordia University in Portland, Oregon, graduating magna cum laude with a Bachelor’s Degree in Business Management. Mr. Taylor currently sits on the board of three non-profit organizations dedicated to business empowerment, children’s’ health, and social services. In his free time, he mentors upcoming youth as the Founder of the non-profit Futures Stars Camp (www.futurestarscamp.org ) for kids, which is dedicated to providing basketball training and life coaching skills. In addition to his passion for business, Eszylfie is engaged in raising three daughters with his wife in Pasadena where he still resides. Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List In working with companies of all sizes, we see a lot of wasted effort related to training. One mistake companies make is failing to focus on accountability and implementation after sending salespeople through training. We Forget Most Training Almost Immediately In 1885, German psychologist Herman Ebbinghaus proposed what he called the “forgetting curve.” He created a mathematical representation of the exponential rate at which we lose a memory “if no attempt is made to retain it.” In general, about 70 percent of a memory is lost within the first 24 hours. If we do nothing to focus on retaining that valuable training, then the time, money and effort we’ve spent on training is wasted. Not only do we forget what we learned in training sessions; we lose the momentum from those sessions after a while, too. Successful sales trainers know that if people do not integrate the skills they learn into their daily routine within three days, the initial enthusiasm of a sales training event wears off quickly, and no real change occurs. The Solution: Implementation and Accountability So how can you make sure salespeople retain more of what they learn? By having them implement what they learned right away. This requires having your sales leaders build in accountability with salespeople who go through training to ensure that they implement what they learned within 72 hours. Tips for Enhancing Knowledge Retention Here are some effective ways to enhance retention of that new knowledge: Before the sales training, provide your sales leader with instruction or training on how to hold salespeople accountable for implementing what they learn during the training within 72 hours. Have each salesperson identify changes he or she will make as a result of the training, by specific dates, in writing. Have the salespeople who completed the training meet in a follow-up session with their sales leader to discuss which strategies they plan to adopt, and by when. Assign someone the task of taking notes on these decisions and sending them to the salespeople and sales leader. Have the sales leader follow up on those dates to see if the changes were implemented on time. If you have coaches or mentors in your organization, get them involved in this implementation process. Measure the effectiveness of the new strategies after a specific amount of time. Train Sales Leaders on How to Hold Salespeople Accountable Because implementation and accountability are so important for knowledge retention, it is just as important to train the sales leaders as it is to train the sales force. When you commit to training your first- and second-line managers, they become part of the solution. Teach your sales leaders (1) how to make sure the salespeople implement the new material as soon as they return to the office and (2) how to hold them accountable for doing so. It is important for sales leaders to understand how to implement effective classroom resources, whether local or virtual, as well as the valuable techniques salespeople learn in joint sales calls. A home office or agency trainer may be responsible for dozens or hundreds of people to train. Many smaller firms do not have a full-time trainer on staff. By investing in sales leaders, both companies and firms can improve their results because the firm’s management team can do its job to make sure the sales force uses the information. Measure the Training’s Effectiveness Some training programs are more effective than others. If a training session proves to be of little use, you need to know that so you don’t invest in it again. Here are some ways to measure how effective the training is: After six months or one year, ask the salespeople who went through the training to rate it. Create a form for this purpose, and evaluate the collective opinions. Include both quantitative rankings (such as a ranking of 1 to 7 on various aspects of the training), as well as qualitative feedback, to include details about why the training was or was not effective. Ask your sales leaders to assess the training session’s overall effectiveness separately. Have them quantify, if possible, the impact the training had on sales so you can compare that number with the cost of the training. In Summary To ensure that you’re getting an optimum return on your training investment, make sure salespeople start implementing what they learned within 72 hours. And train your sales leaders on how to hold the salespeople accountable for doing so. Finally, assess the training after enough time has passed to determine its effectiveness. Use that feedback to determine how to spend future training dollars. Consider Hoopis Performance Network for Advisor Training Check out Hoopis Performance Network, which features online, ondemand, video-based training built on four Disciplines of Success with access to more than 400 sessions. HPN provides educational and training resources to launch, retool and reenergize all levels of financial professionals and staff. The curriculum is designed to help establish the cornerstones of a producer’s practice to ensure consistent growth and retention through higher levels of productivity. A Simple Way to Get More Out of Your Training Investment

Next Item Previous Item Go back to White Papers List How Life Insurance Benefits Are Paid When the Insured and Beneficiary Die at the Same Time Life today is very different from what it was in the past. We’re a mobile society, using planes, ships, trains and cars to get where we need to go. Travel disasters happen frequently, from vehicle crashes on highways to devastating plane crashes. We also live in a society of violence. On any given day, there are news reports of shootings, murders and terrorist attacks. There are also natural disasters, such as explosions, floods and fires, that end lives. The potential for many people to die simultaneously has never been greater. Let’s look at how insurance companies address these issues. When a person buys a life insurance policy, he or she names a beneficiary — the designated death benefit recipient. The primary beneficiary is the one who is listed first to receive the death benefit. This may be a person or people, a trust, a charity or an estate. It is often wise to assign a secondary or contingent beneficiary as well. This is the recipient of the death benefit if the primary beneficiary dies before, or at the same time, as the insured. Simultaneous Death Can Complicate Insurance Claims When the insured and the primary beneficiary die at the same time, or nearly the same time, the event is called a “common disaster.” This kind of situation may involve a husband and wife, life partners, a parent and child or even business partners. As you might imagine, such a circumstance is very upsetting and confusing to those who are left behind. One question that needs to be answered is “Who gets the death benefit?” The answer to that question is not necessarily an easy one. It is based on another important question — “Who died first?” — in the circumstance of common disaster or simultaneous death. Sometimes there is absolutely no way to determine this, and the parties are assumed to have died at the same exact moment. However, sometimes it is apparent by bystander observation that one person predeceased another, even if by a minute or so. The order of the deaths can ultimately impact the distribution of the deceased person’s assets. A Legal Act that Helps Determine Inheritance In 1940, the Uniform Simultaneous Death Act, often referred to as the USDA, was enacted to help with determining what path inheritance will take in the event of the simultaneous death of two people who have no heirs or wills. It was amended in 1993. Nineteen states have adopted it as law, and the rest have created statutes based on it. You should be aware of your state’s law on this. The act states that if two or more people die within 120 hours of one another, and no wills exist to guide the distribution of their assets, then each person is treated as though he or she had predeceased the other party. The result is that the assets to be inherited get divided among each person’s closest living relatives, according to level of relationship to the deceased party. The 120- hour stipulation is a way to avoid the repeated taxing of the same inheritance by having the assets pass directly to relatives, rather than first to one estate and then to the other. The assets will go to the relatives of both parties, equally. The USDA also applies to life insurance benefits in the event of a common disaster. In the situation of life insurance benefit distribution, the USDA, or some form of it, can be used to define which beneficiary/ ies would receive the death proceeds. If the insured and the primary beneficiary die at the same time, life insurance benefits will be given to their secondary beneficiary/ies. This is a good reason to consider appointing secondary beneficiaries to a life insurance policy. In the circumstance of life insurance, the insured is presumed to have survived the primary beneficiary, so the secondary beneficiary would receive the benefit. The Primary Beneficiary Is Presumed to Have Died First Here is an example to illustrate this point. Bob and Susan are a married couple on a road trip. Sadly, Bob loses control of their car, hits a median and the car bursts into flames. Bystanders watch helplessly, and it is apparent that both Susan and Bob have died. No one ever saw either of them exhibit any signs of life. The police concluded that they both died instantly. Bob has a life insurance policy with Susan listed as the primary beneficiary. The policy’s secondary beneficiaries are the couple’s two adult children, Marcy and John. So, who is viewed as the first to have died? The law assumes that, in a common disaster, the primary beneficiary died first; in this case, that is Susan. The insured is presumed to have survived the beneficiary. So the death benefit would either go to the contingent beneficiaries — if there are any — or to the insured person’s estate. What would happen if both Bob and Susan died, but Susan did not die immediately? If Susan had lived a little longer than Bob, she would be entitled to the death benefit as the primary beneficiary. If Bob survived longer than Susan but still died, any contingent beneficiaries would receive the death benefit. If there were no secondary beneficiaries, the proceeds would go to Bob’s estate, which now could be subject to probate. A Common Disaster Provision Protects Beneficiaries A “common disaster provision” can be included in a life insurance policy at the direction of the policyholder. Including this provision will protect the contingent beneficiaries in the event that both the insured and the primary beneficiary die in a common disaster, but not at the same moment. Typically, the policy owner will specify that a primary beneficiary must outlive the insured by a specific time period, usually between 10 and 30 days. If the beneficiary does not outlive the insured for the amount of time noted, the life insurance benefits will be paid directly to the secondary beneficiaries. This kind of provision is invoked only when both the insured and primary beneficiary are killed, or they have died as the result of an accident. In Summary Many factors come into play in defining a common disaster, such as who died and when his or her death actually occurred. Some may not always make sense. The Uniform Simultaneous Disaster Act was written to deal with the disposition of assets in this kind of circumstance. Ultimately, a life insurance policy owner can take control of the distribution of his or her death benefit by having a common disaster provision written. Consider Hoopis Performance Network for Advisor Training One effective resource for training financial advisors is HPN, which features online, on-demand, total video-based training built on four Disciplines of Success with access to more than 400 sessions. The coursework can be either self-study or facilitator-led, and it complements any firm, agency or company training programs and marketing selling systems. Your advisors can access the video training anytime, anywhere, on their computers, smartphones or tablets. It’s a cost-effective, time-efficient way to increase productivity, thus retention. Who Died First?

Next Item Previous Item Go back to White Papers List Many of the methods we use to persuade and motivate others such as nagging, pleading, coercing and brute force, not only fail to work, but many times, they make things worse by making people mistrust or even become angry. Some persuasion tactics will not only hurt the cause, but damage relationships by creating resentment or remorse. Effective persuasion is different. It’s subtle, unsuspecting, and non-confrontational. The human mind is surprisingly malleable and easy to manipulate, if you know what it is you want and what you’re doing. When you effectively persuade, you are not trying to control someone. You are trying to nudge them to take action or see things from a different perspective. One’s ability to persuade has held great social prestige in the ancient Greek world and throughout history. Aristotle was the first to introduce persuasion as a skill that could be learned. He argued that the most effective persuasive attempts contain three concepts: ethos, pathos, and logos. Ethos Ethos refers to the character of the speaker. If audiences believe that the speaker is credible, they are more likely to be persuaded. He believed that this includes body type, movement, dress, body language, sincerity, word choice, and reputation, in addition to expertise and charisma. Ethos is about the audience’s perception of credibility and it is the most powerful of the three persuasive means, according to Aristotle. Pathos Pathos is the psychological and emotional state of the audience. Aristotle believed that our ability to be persuaded is closely connected to how pleased and friendly or pained and hostile we are feeling. He also recommended that we determine the difference between our audience’s actual state of mind and their desired state of mind. If you can help them see how to get from their current state to their desired state, you can persuade people to do almost anything. Logos Logos refers to the actual substance of a message, or logic provided as proof to the listener. Aristotle argued that humans are basically reasonable beings who make decisions based on what makes sense. You can be more persuasive and convincing by using reason and logic in your arguments. Influence: The Psychology of Persuasion Whether you are selling financial instruments, insurance, or boiled peanuts, the psychology behind selling, is deeply rooted in persuasion, which is influencing someone to believe or act in a specific way. Many people have observed and commented on persuasion, but Robert Cialdini is the most quoted in business and how persuasion relates to sales and marketing. In Influence: The Psychology of Persuasion, originally published in 1984, Cialdini identifies six principles of persuasion, which have been expanded by others over the years. Let’s first look at these six principles – reciprocity, scarcity, authority, consistency, liking, and consensus – and how you can apply them to prospecting and acquiring new clients. Reciprocity Reciprocity is a social convention that compels people to return a favor to someone who does something nice for them. You probably heard the adage, “You scratch my back, I’ll scratch yours.” Companies may send free samples of a product with the hope (and proven trackrecord) that the receiver will likely feel an obligation to buy the product. This, and offering “extras” or “bonuses,” are common examples of reciprocity. Since it’s impossible to give free samples, extras, or bonuses of insurance, stocks, and commodities, your gift to clients can be your knowledge. Consider creating video content, downloads, and e-books to attract clients on your website, or offer free workshops or webinars. The real power of reciprocity lies in the fact that it’s such a strong social norm, and a universally expected give back. While not everyone practices reciprocity, the majority of people will, without even realizing it. Keep in mind that you should never expect reciprocity, so do it for them, not for you. Reciprocity works when there is no expectation of return because the sincerity of the gesture is what gives it its power. The need to return the favor is strongest when the initial favor was done with no expectation of repayment. Be generous and helpful as often as possible, in the hope that those you help will be on your side when you need them in the future. When used regularly, reciprocity can be an indispensable sales tool. Scarcity The economic principle of scarcity has been around for ages. When resources are in short supply, people want more of them. Understanding the psychology of scarcity and how it can impact decision-making can give you an additional edge in the sales process. Using the principle of scarcity to persuade others requires that you create a sense of urgency, motivating people to act. You see scarcity being used all the time in ads that say, “Selling Fast,” “Only 3 left,” and “Limited Time Only.” In the financial services industry, salespeople can create that sense of urgency by sharing with prospects what they risk losing if they don’t act on your proposal today. Appealing to your client’s fundamental needs of shelter, love, self-esteem, and self-actualization can be very persuasive. For example, an agent/advisor selling life insurance may ask a client what will happen if he or she dies. What will happen to your family? Will they have money to survive? How will your death financially impact your family, and will they be able to maintain their lifestyle? Some agents/advisors apply this principle by limiting their availability. Don’t tell a prospective client that your schedule is “wide open.” Instead, give two options for when you “can squeeze them in.” Be careful not to create a false sense of urgency or you will lose credibility. Sincerity and truthfulness are keys to repeat business and lifelong clients. Authority Establishing authority and credibility that you know about the service you are providing or the product you are selling is especially important in the financial services industry. People will generally listen and act when they feel they are with credible experts. If you speak confidently, clearly and concisely, people are more likely to listen to you, to take what you have to say seriously, and to agree with you. Prepare what you want to say and practice it. Write out your scripts and practice them regularly. When speaking, avoid filler words (such as ‘umm’, ‘err’ or ‘like’) because these suggest that you’re struggling to express your message or that you are uncertain about its validity. Establishing authority means you must send signals to prospects about what makes you an authority before you attempt to persuade them. This also requires walking a fine line between confidence and arrogance. People don’t want to hear you boast about your accomplishments or about how smart you are. Your website and digital marketing campaigns play a valuable role in establishing authority. Providing accurate, educational content on a regular basis through video content, newsletters, and blogs, will demonstrate your knowledge to others, making it more likely that they will buy from you. Consistency Most people don’t like to go back on their actions or words. Once they say something, human nature will tend to make people stick to what they said, in fear of looking indecisive. Applying the principle of consistency to the sales process is about asking for small actions and commitments from prospective clients throughout the sales process, also known as the “yes ladder.” Giving them early and small opportunities to agree with you allows them to be a part of the process and makes it easier for them to give you the “big yes” later. Some people refer to this as the “foot in the door” technique since once you get your foot in the door, it’s harder for them to close it. Your clients need to feel like they were not forced into decisions, or they may get cold feet or resent you. You can ask for commitments from prospective clients during website or in-person interaction. For example, ask for an email when you offer free content, ask a prospect to commit to a phone or office appointment, or ask a prospect to take a survey about their needs. Consistency is built through regular communication and interaction. Liking Prospective clients are more likely to buy from salespeople they like. Cialdini outlines three specific elements of the likability principle: People like those who are similar to them. People like those who pay them compliments. People like those who cooperate. The best salespeople will take time to make a personal connection with prospects about things that have nothing to do with the product or service they are offering, either on the phone or in person. They might talk about kids, sports, television, movies, college, or any other common ground. Applying the liking principle online is a bit trickier, and it can take more time. The single best way to create likability online is by creating an outstanding ‘About Us’ page on your website or a bio page, if you are an agent/advisor. Tell your readers about your hobbies, your core values, and why you enjoy helping and educating your clients. The more likable you are, the more people you will persuade to buy from you. People tend to adopt a “herd” mentality, meaning they may look to others to make decisions. This behavior is often driven by the desire to fit in. Many may think, “If they are doing XYZ, so can I.” You can apply the principle of consensus to the sales process by harnessing the power of testimonials. Whether you share videos, blog posts, or talking to a prospect in person, sharing success stories from current and previous clients inspires prospects to “jump on the bandwagon.” Another powerful way to activate consensus is through online reviews from third-party sites. Prospects searching for you online can see positive comments, encouraging them to join others who have done successful business with you. Additional Tips and Techniques As a spin-off from these basics’ techniques outlined by Cialdini, there are other persuasion tips and techniques which can also help you to effectively persuade others. Keep in mind that the ultimate goal of persuasion is to convince the client or prospect to adopt a new attitude as a part of their own core belief system and choose to buy from you. Content Organization If you carefully describe or explain things in such a way that influences how the recipient interprets the information, you are ‘framing’ that content. This technique is often used to influence audiences in political debates. The three core elements of framing include: Placement – Make sure you choose the right time, place and people to communicate with. Are both members of a partnership in attendance? Approach – Make sure you carefully construct how your argument is presented. Focus on the positives, rather than any potential downsides of an agreement. Words – Make sure to select the most appropriate words to explain your viewpoint. Mark Twain once said, “The difference between similar words and the right words is the difference between lightning and the lightning bug.” Choose your words wisely. An example of this is the difference between using the words “cheap” and “inexpensive.” It is important to frame your words to say how you want your client to feel. Go Big and Then Small This approach is the opposite of the “foot in the door” approach or “consistency” principle. A salesperson will begin by making a large and possibly unrealistic request. The individual responds by refusing. The salesperson then responds by making a much smaller request, with may often come off as conciliatory. People often feel obligated to respond positively to these offers. Since they refused that initial request, people often feel compelled to help the salesperson by accepting the smaller request. Anchor Points The anchoring bias is a technique that can have a powerful influence when negotiating or selling. Basically, your first offer has the tendency to become an anchoring point for all future negotiations. An example of this is if you are trying to sell an insurance policy. If you suggest a larger policy first, that larger policy will become the anchoring starting point for your client’s decision. While you might not sell a policy that large, starting high might lead you to getting a higher sale. “But You Are Free” By simply reminding those who you’re talking to that they are free to make their own decision on whatever the topic you’re discussing, will make them more comfortable and feel less pressured. This is a highly effective strategy that is easy to implement. Body Language Never underestimate the power of your body language, which has a significant impact on your ability to persuade: Smile naturally. This will make you seem approachable and likeable. Raise your eyebrows. This signals you are not a threat, and gives the impression that you are friendly and approachable. Avoid crossing your arms and putting your hands in your pockets. These are “closed” positions and they signal that you are not flexible, comfortable, or approachable. Use eye contact. Making regular eye contact shows an interest in the conversation and the person you are talking to. You will also appear as more trustworthy. Show your palms. This technique goes back to the cave men days when the first thing we need to verify is that the visitor is not holding a weapon. No matter how far this dates back, it still indicates you are telling the full story. Clothing While these may seem subconscious, they have proven important and effective in aiding persuasion. Show your neck. This indicates that you are unthreatening and easy to approach. Color. Make a special attempt not to clash with your environment. Wear colors that soften your look without weakening you. Wear colors that make you feel confident. Professionalism. While it’s important to establish authority through your clothing, you don’t want to appear to be inflexible or inappropriate for the situation in which you are meeting. Conclusion Persuasion is not a new concept but is one that is used in advertisements and conversations every day. Techniques for improving your ability to persuade others are likely to make you more successful. Keep in mind Zig Ziglar’s words, “The most powerful persuasion tool you have in your entire arsenal is your integrity. The Power of Persuasion

Next Item Previous Item Go back to White Papers List For its 2016 “Great Place to Work” rankings, Fortune magazine chose seven insurance and financial service providers. An announcement noted, “These companies develop managers and policies that build employee trust through active listening and creative problem solving, and they foster a workplace culture where individual success and performance trumps overall productivity benchmarks.” In financial services, it can be difficult to “value collaboration and integrity over bean counting,” which is one of the factors the Fortune selection committee uses to recognize companies with winning cultures. Your culture is defined by what you believe in and how you treat people. Your culture makes a difference in how eager your team members are to go to work every day and how good they feel while they’re there. Experts say culture is important in minimizing employee turnover, increasing retention, improving employee engagement and attracting talent. Once your firm builds a reputation for being a great place to work, it helps you attract high-quality candidates because your reputation starts to precede you in the marketplace. Ultimately, that will make you or break you. Here are some specific ideas for building a dynamic company culture that will help you attract and retain the high-quality associates who are necessary to build a high-performance firm or company. Build your culture around your company’s or firm’s values. Many of today’s top candidates want to believe they are working for a cause; this is particularly the case of millennials. They want to believe they are building better communities by teaching sound financial principles. Many highperformance firms have core values that promote what they value most. Design these values to attract the kind of people you want in your organization. Filter out candidates who don’t fit your culture. Occasionally, you may have candidates who say your core values are not for them. Although we read a lot about the importance of inclusion, and we never want to do things to make people feel uncomfortable, sometimes this is a sign that a person would be happier somewhere else. Part of being a high performer is to know who you are and to be authentic. Even the best firms are not a fit for everyone, but they want to attract like-minded individuals. Before posting your values, as well as your philosophy or mission, we suggest you get them approved by your home office. Support causes that are important to the people in your company or firm. Some firms take nominations from their associates and staff and get behind two or three worthwhile causes that galvanize the team. Updating the list on an annual basis gives you an opportunity to support different causes and involve more people who have various passions. Some great examples of how firms can support those causes are to have teams that participate in walks, bike rides, bowling tournaments and golfing for charity. You can enhance the camaraderie by having the participants wear team T-shirts or hats featuring your logo. This shows that your firm or company supports the cause. You can increase the visibility and fun for participants by posting photos from the event on your social media sites and website and also in your newsletter. Some firms allocate a day annually for team members to represent the firm by volunteering at a company-approved charitable event, or an event hosted by their favorite charity, without being required to take vacation time. Have “casual day” one day per month. Allow team members to wear casual clothing, even jeans, to work if they donate to the firm-approved charity. Although some people think this seems unprofessional and worry what visitors might think, you can post a sign in the reception area that says, “Please pardon our casual attire today. Some of our staff members have chosen to donate in support of (list the charity) to have this privilege.” An article in the Harvard Business Review stated that it is important to create a fun environment, but great corporate culture is more about a common sense of purpose and belief that “we are in this together.” Have fun at work. According to Fast Company, prioritizing fun in the workplace is essential to a company’s success. It boosts morale; lifts spirits; and creates a friendlier, happier and healthier environment for everyone. And some studies show that high-performance teams have fun while they are at work. Having fun often starts with the leaders not taking themselves too seriously. Everyone loves it when the boss has a good sense of humor and can take a fun jab or be self-deprecating. When the company celebrates, the leaders should not be working in their offices; that sends the message that their tasks are more important to them than enjoying the company of their team members. The leaders should be first to join in the karaoke or even to sing at a holiday party. They should wear the silly hats and participate in the activities. If the group is dancing, everyone will be more likely to join in when the leaders lead by example. If the leaders act as if they are above the rest, they send a message that their real goal is to check ‘have a fun event’ off their task list. Take opportunities to celebrate as often as possible. This is an excellent way to build morale. Some prominent examples are to recognize major holidays and birthdays. Larger firms may host monthly parties for everyone celebrating a birthday or company anniversary in a month. Still other companies may have an employee of the month who gets special recognition at a staff meeting, plus a gift card or a meal with the boss as thanks. Yet other firms will celebrate any month in which they hit or exceed a sales goal or top their performance from the same month the previous year. Say “thank you” in person, and often. As the leader, you can never say “thank you” enough, and people never tire of being acknowledged or shown they are valued and appreciated. Associates and staff alike live for encouragement and to be recognized when they do a great job. When they do well, shout it from the mountaintop! Make sure everyone knows when a team member gets a compliment. Here are some ways to share the news of your team members’ successes: 1) If you receive an email acknowledging that a team associate did particularly well, send a copy to everyone in the company when you reply to the sender. 2) Have a board where people post notes or emails commending the team. 3) Read notes of praise in a staff meeting or firm meetings. This builds up team members in front of their peers and lets everyone know this type of great performance is a great way to get noticed and stand out. On the other hand, if you get a call or email about below-average performance, always handle them privately, so the team member will not be embarrassed publicly. One embarrassing incident that is publicized can cancel out many incidences of encouragement—it can even cause someone to quit. Take time to show people you care. Stopping by someone’s desk to see how they are doing is a good investment of your day. If you know someone has a sick family member or loved one, ask how they are doing. As the leader, “You reap what you sow.” Leaders who say thanks and take the time to encourage people often are surprised to find out how much it meant to others, and they tend to receive notes or calls telling them how they impacted people’s lives and made a difference. There is a time in most people’s lives when this form of affirmation and encouragement may mean as much as, or even more than, the money they make. As we like to say, leadership is about influence, and taking the time to influence others positively can pay eternal dividends. Always be there in your team members’ times of need. Some firms are full of people who take the time to check on them when they are sick. Caring leaders take the time to attend weddings and funerals that are important to their key team members. As busy as people are today, few gestures will show your associates you care more about them than being there with them at critical times in their lives. While making the time may seem burdensome at times, the savings on lower turnover, higher retention and deeper relationships will be a great return on your time invested. Communicate the company’s or firm’s vision to all members of your team. Some high-performance teams have an annual staff meeting off-site that features team-building activities and fun. This is especially important when a firm has multiple locations because it gives people who are in different offices a chance to get to know each other. It lets them all feel part of something larger than just their location. It is also wise to have an annual update to the strategic plan, business plan or marketing plan the leader shares with the team annually. It is important to write the vision and make it plain. Then the team can run with it after they read it. Building a company culture takes time, effort and consistency. But you can create a great culture in small ways. Do what you can each day, week and month to have happier, healthier, more engaged and loyal team members, and you will never regret any of the effort spent. When your team members are motivated and happy, your clients and potential recruits will notice, which will lead to success for the overall organization. Consider Hoopis Performance Network for Training To help build your culture, consider using our virtual training videos in your company, agency or firm. HPN brings you winning training for sales associates, and training for sales leaders. They can access training and information on their smartphones and tablets when they have spare time, learn at their own pace and customize their curriculum based on what interests them the most. How to Build a Great Culture