If there is anything to learn from Kevin Trokey and WendyKeneipp, it’s the value of preparation for brokers.

That was the resounding theme during the two-part “ConversationsThat Will Change Your Agency” session hosted by the Q4Intelligencepartners and coaches at the BenefitsPRO Broker Expo.

In the first half, run by Trokey, he highlighted the importanceof moving from accidental to intentional prospecting.

“We can longer run our organizations in the accidental manner weused in the past,” Trokey said. “The disruption in this industry is forcing us to be moreintentional in our motives.”

Why is this the case? Largely, the Affordable Care Act.

“If you think back before ACA, there was a consistent rhythm tohow we did business, but that’s not the case anymore,” he said.

If you’ve read any of Trokey’s recent columns in BenefitsPRO magazine, youknow he is prepared to make the changes necessary to operate in thedisruptive world ACA has created—and he encourages others to do thesame.

That disruption isn’t limited to a few things, but everything:how products are distributed, how revenue flows, how brokersoperate in every quarter of every year. As Trokey said, this kindof disruption means there needs to be some way to regain control.The solution?

“We cannot afford the luxury of being accidental anymore,” hesaid. And according to Trokey, it all comes back to prospecting andbuilding a viable pipeline for sales, but through intentionalbehaviors that become habits, which become results. But, this can’thappen if prospecting isn’t a priority. And it certainly can’thappen if you’re not prepared.

Building (and winning) the pipeline

The first step in that preparation is believing, as a broker,you and your business are a privilege for clients, Trokey said.

“You need to only take on clients that understand thatprivilege,” he said. “Use it as a filter to determine whichprospects become your pipeline.”

Putting the audience in the hot seat, Trokey asked, on a scaleof 1 to 10, about the health of the audiences’ pipelines. No oneraised their hands for 10 or 9. Not any for 7 or 8. The lion’sshare popped up in the 5 to 6 range.

When pushed on what has been useful for a sales pipeline, theaudience suggested ideas such as networking with alike businesses,building centers of influence, referral programs (one woman saidher group donates to local nonprofits as part of their referralprocess, even if nothing comes of the recommendation in the end),dropping off six-packs of beer, and using LinkedIn moreeffectively.

The sales conversation comes next, and yes, preparation is yetagain key. “Winging it” cannot be an option, Trokey said, asentiment echoed often during Keneipp’s presentation.

“Never lose because the competition was better prepared,” Trokeysaid. “Develop your version of an account strategy plan.” Trokeysaid in order to create a plan, get in the know about who you’retalking to: Find out what their industry is, what their goals are,who the decision makers are, and identify their challenges.

“Remember the client’s story is the one that matters. You’ll beable to better serve them and their needs, and you’re going to winmore often.”

Yes, wins may be more prevalent, but still, rejection andobjection are part of the broker way of life.

“It happens to everyone, and objections are predictable,” Trokeysaid, yet when faced with the expected, brokers and benefitsprofessionals are often left with two choices: Flight or fight.

Trokey’s suggestion is to broaden your options: Build a libraryof all your rejections and objections. Script them out, and evenprepare a response. Practice it, role play it, and next time,you’ll have a third (better) option.

Prospecting and marketing go hand-in-hand

But, what good is sales prospecting if you don’t have effectivemarketing? As Trokey pointed out, prospectingis about filling the pipeline in the short term—marketing is howyou keep it full in the long term.

And that’s where Keneipp came in.

“Marketing is the first step of selling,” she said. “Prospectingis for generating interest, but marketing supports thoseprospecting efforts.”

When asked how many in the room were already doing effectivemarketing, only about four or five hands popped up.

“Make yourself interesting, thoughtful and compelling so buyerswant an in-person meeting with you,” said Keneipp. Butthis can be difficult, especially if the core of your organizationisn’t as clear and defined as you want it to be.

Keneipp then dug into the workshop aspect of the session,encouraging audience members to dive into the culture, values,purpose and aspirational brand of their businesses. “How you defineyourself internally with values, purpose and culture becomes howyou are perceived externally,” she said.

Beyond that, Keneipp emphasized Phase 3 of what comprises a truemarketing base: a website with personality and defined services; aLinkedIn presence that’s active and engaging; writing on companyblogs and trade publications; speaking engagements that allowface-to-face interactions; and prospect and client communicationsthrough various efforts and platforms.

Then she asked the same question she did to begin the session:“Now, how many of you think you’re doing effective marketing?” Nohands went up the second time.

But that’s OK, Keneipp told the group. That means there isplenty of opportunity for those who plan for intentional marketing.This is done by defining the business brand, defining a marketingstrategy, and determining activities.

“Don’t just go out and do marketing,” she said. “Begin with theend in mind. Define your goals and work backwards.”

When you have a handle on those aspects of yourbusiness—it takes time, so yet again, be prepared—it’s time tofocus on your audience. Identify their challenges and “forget aboutwhat you do and the services you provide—focus on the problems yousolve for clients.”

Whether it’s sales or marketing, take a page out of the BoyScout handbook and be prepared. It’s one way to dismantle thedisruption.