From Chaos to Clarity: Turn Workplace Distractions into Peak Productivity

What's the true cost of distractions and disruptions for your insurance agency today? Not only the financial cost, which is significant, but the cost in terms of emotions and relationships and devaluing the most important thing that your agency has, which is time. That is the topic for today's Agent Leader podcast. Enjoy. Welcome in to the Agent Leader Podcast. This is the podcast podcast for insurance agency leaders to learn, to grow, to develop, and ultimately become your best version possible. My name is Brent Kelly. I am your host. As always, it's a pleasure to be with you. I am super excited and passionate today to share some super important and very relevant content for you, the agency leader, certainly for every member of your team, and that is dealing with ding distractions. Yeah, I did a very bad ding there to resemble a text message. In fact, the first time I started recording this podcast, this is my second take, I'll be very honest. I started recording it and I left my. My do not disturb off of my computer and I got like three text messages and I said, oh, my gosh, maybe I should have just left it and said, see, there you go. So distractions are everywhere. In fact, we know that every single day we are going to encounter distractions. Now, some of these distractions may be external. Knock, knock, knock. Do you have a minute? Or again, someone calling you? Or it could be the fact that you have your notifications on. I'll talk about that later. And you get the ring, the ding, the ping, whatever it is. Or maybe they're internal distractions that you're starting to do something, some form of work or a project. You're getting yourself in the flow and maybe that work becomes challenging. Right. There's some difficulty to it. And listen, I totally get it. And the first thing right now is, ooh, I don't like this thing right now. Let me go check email, or let me go check social media, or let me do something to get away from this. This work that I'm trying to do. And the fact that basically every single human being, I shouldn't say human being, that's probably an overstatement. But most of us, certainly, certainly in North America and in any developed country at this point, probably have one of these, AKA a smartphone, in our pocket or in front of us or next to us, means that we have more information, more data, more distractions than ever before. But what I want to talk today about is the cost, the cost of distraction. Because here's the reality. When you say yes to anything, you are saying no to something else. Now, I don't think we're that intentional about it, right? When we react to things or we get distracted, I don't think we're saying, oh, I'm going to react to this because I don't care about that. We're just sometimes robotic in the fact that we react to things all day long. Mainly distractions. Now, as we run our programs at the Sidkins Group, in fact, we just launched off a whole new series with our producer fit program or sales program, our account manager FIT program for service professionals, our sales leader program coach to coach. We continue to hear these things again and again is, gosh, I can't get in this mode of productivity, whatever my role is at the level that we want because of distractions. In fact, some of my favorite sessions that I have when I get to coach and train and lead are not necessarily the actual sessions that we teach, although they're phenomenal. It's these one off coaching sessions or we kind of have roundtable discussions or kind of almost open office hours where we get to have the real talk. You know, so often we talk about, you've heard on this podcast, if you're a listener, about getting into the green zone, for example, for producers. And here's what it is and here's how you do it and here's why it's important. And those things have been transformational for agencies and for producers. But you get the real talk of like, why does that. Why do we prevent ourselves from doing the things that we know we should do? Why do we allow these distractions to happen? And how much are they really costing us? So I'm going to talk about that today and I'm going to start with the understanding of, well, and I mentioned some of these, like, what, what are distractions now, when we talk with producers in particular, now, this is an agent leader podcast. I know we've got a lot of producers that listen and we've got service professionals. I'm going to use producers a lot in today's episode because it's an easier example, easier analogy. I know leaders, you're going to have your own zones. In fact, when we teach at the Sitkins Group, we have producers have the green zone. The sales leaders have a platinum zone. Our service professionals have the blue zone. We have these different zones to think about where they need to be. Point of it is, is they're doing the highest quality work with focus and attention. And then we've got the red zone. The red zone is all the stuff that gets in your way. Now, something we talk about to Producers and really any insurance professional is that we're all going to have red zone stuff. We're all going to have stuff in our day, in our week that doesn't necessarily, it isn't necessarily directly result based. It's things that happen, things that we need to get done at some point or maybe we do delegate some of this certainly, but it does happen. The question with the red zone that I ask anybody is, well, when does it happen? Do you allow it to happen when it shouldn't happen? How long do you let it go on and who else maybe should be doing some of these things? So thinking strategically about some of these red zone things that get in our way as leaders and as agencies, as producers and as service professionals that hold us back. Now, one of my favorite books in the last few years, it's been a couple years since I've read it, in fact, maybe it's time for a reread was Deep Work by Cal Newport. Deep Work by Cal Newport. If you're familiar with Cal's work, he does a lot as far as distractions and emails and social media and all this kind of stuff. And just to summarize, deep work, it's, it's pretty straightforward and I've already mentioned it, that very few people actually go deep in their work anymore. We're very shallow. We're very shallow creatures and we can afford to go shallow because, well, it's what everyone else is doing. But when we go deep and do the real work that matters, we're able to have focus and intention, right? The significance of that is super, super powerful. So to get to deep work, we've got to begin to be aware and fine and be honest about the distractions, about the distractions. So let's just talk about producers for a second. I'm go back to this and really this is anybody. But to use producers as an example, we talk to most producers. If you ask producers, hey, where are you most comfortable? Are you most comfortable at home or are you most comfortable at work? Now just think about that for a second. Are you most comfortable at home? Are you most comfortable at work? When most producers, and just people in general hear that question, they often go, well, I'm most comfortable at home, right? That's when I get to get away from work and when I get to hang out my family or do things I want to do or go out and have some fun or watch TV or whatever it is, right? But when you really dive deeper in this, oftentimes what we find is that people in particular Producers are often more comfortable actually at work because the distractions are easier and because maybe you're out of the office or you're doing different stuff. And certainly if you're commission based, like, hey, you know, if things happen, you can actually be more comfortable. You can talk about things in the game and go do some email and hide behind this and. Right. It doesn't mean you're not doing other things throughout the day and having conversations, but it actually could be somewhat easier to have comfort at work yet if you're really honest and you go home and maybe you're talking to a significant other, or maybe you're just having a very authentic conversation with yourself and you ask yourself, is this really where I thought I'd be right now? Is this really the home I thought I'd have? Or is this really the career path I thought I'd be on? Or I just thought I'd be further ahead by now. That may or may not be you, but it's certainly, certainly an agency leader could be people on your team. And so that's why I said, if you're really honest, most people think they're comfortable home, but really they're comfortable at work. And the difficult conversations are at home. And so here's why I say all this is because the best producers, the best professionals, the best anything, they realize they've got to find ways to get uncomfortable at work, to do the things that aren't necessarily easy, so they can get that true comfort, that peace, that freedom, whether it's freedom of time or freedom of money, freedom of the relationships and at home. So just things to think about. And when you get talk about comfort, part of that is to get uncomfortable. I have to face the demons, quote unquote, of those things that are always coming at me that are sabotaging the things that I really want to accomplish. Because the thing about the red zone traps and distractions in general is that most of them are easy and they're kind of fun, maybe they're even numbing to a degree. Just give you an example we could think about. I mentioned the rings, the dings, the pings. Let's just talk about email. I'll just use this as one example because I think every single watcher or listener of this podcast can probably relate. If I ask you right now, how many emails have you received today? Probably a lot. Here's a question I ask groups all the time. When do you check your email? When you check your email. In fact, we just did this in the last couple camps. The Last producer camp in particular. And I always get a chuckle when I ask this question because they kind of smile, you know, My answer is yes. When do you check your email? Yes. Which means what? All the time. In fact, many of us, I'm not going to get into a morning routine thing here, but many of us, it's the very first thing we do. We wake up, we grab that smartphone which quite frankly if we don't use it right, makes us dumb and we check email, look at social media and from the minute we wake up we are on someone else's agenda. You know, I heard this and I may may phrase it incorrectly, but basically all email is, is other people's agendas, right? So you get out. And by the way, it doesn't mean you're not going to check email or not have someone work with your team that's going to check email. I'm not saying just avoid people and you know, just never respond. Now what I'm saying is when and how, how often are you going to do that? You know, I was talking to producers in particular because they have the hardest time with this. You wake up, yeah, check email, you never know what came in overnight. Like how many emails did you get when you Woke up at 6, 6:30, whatever time you wake up, maybe earlier, later that you got that. Thank God I checked it at 6:03am because if I would have checked it at 8:32am we would have been screwed like.001%. But that's what we do because we become creatures of habit and it's easy. And by the way, if I check email and respond to females and whatever and browse through, I feel like I'm doing something, but quite frankly it's distraction or disruption and it certainly isn't me starting off my day doing the most important things. Now you got to determine what that is. But again, are you working on your priority list, your goals, your dreams, your ambitions, or are you going to always be at the service or mercy of others? And by the way, here's something I can tell you, especially from a personal development standpoint. I know I'm going on some rants here, but this is a very simple analogy and he it's the same thing as the oxygen mass in the plane, but you can't pour into other people very well if you never fill up your own cup. Got people walking around, leaders, producers, service, team, professional. They're walking around with empty cups. I just can't give it to anybody else because you're empty, because you're constantly distracted, giving stuff, in a way, giving stuff away all times of the day. So lots of distractions to email, by the way. So let me just start here, Red zone. Let's just get go on this as one example. And people say, well, Brent, you don't understand. I got all these emails, I gotta respond. Yeah, you can get back to them. But why don't you start to think about when and how often. I remember on emails, years ago I went through a program and it's still out there, I believe. Great program called Insane Productivity by Darren Hardy. It's a great program. In fact, when I went to that program, I was an active producer at that time and I was under the mindset of, hey, you know that I've got the smartphone or maybe it was the BlackBerry then it's like as many times I reply is how fast I am and how good I am and it's going to be amazing, all these kind of things. And I drove myself crazy because when I was saying yes to all these things, I was saying no to other things that actually was moving me, my career and my best clients forward. And in Insane Productivity is talking about, yeah, I checked my email once. The end of the day you don't understand, Darren. That's not the real world. Good for you. And I realized to begin this that I couldn't go, you know, cold turkey, so to speak, and go from checking my email every second of the day to never or once. But I began to realize if I set little boundaries and I knew that I was going to get those little doses, right, those little doses of email. Because if you don't have any all day, you're like, oh, they're coming. That I started by doing three doses of emails. It's an example of scheduling red zone time intentionally so that I can have more productive green zone time. So I want you to begin to think about all these disruptions that you as a leader or your team is facing. These are great conversations, by the way. As a leader, what things are holding you back? What distractions are getting in your way? How can I help you navigate things? And by you helping navigate doesn't mean you're fixing all the problems, that you're asking the right questions to get them to see things in a different lens. We do that all the time in our coaching programs. Yeah, we got resources and tools and modules and all the things that we teach and train on, but most of it is getting people to own their own results. That's what great leadership is. Hey there, agent leader. Brent Kelly here want to take just a few seconds to remind you that now is the time to create your true best version possible agency. If you go to sitkins.com bookacall sitkins.com/bookacall we'll get to know more about your agency, conduct an agency assessment and provide your agency with a customized plan to help you avoid some of the pitfalls, frustrations, challenges and roadblocks to get your agency to true ultimate freedom and become its best version possible. It all starts by going to sitkins.com/book a call. So this all comes back to get identifying some of these gaps, asking questions and creating awareness. Now, when you think about green zone or whatever zone it is for you, it varies. Let me just share it. And we've had discussions on this podcast before and if you haven't been a listener or you're a new listener, give you one example going back to producers. Producers, green zone. What does that mean for producers? Well, the green zone means these are the things that we see that producers do. They're actually making money, they're doing things to drive a result. So we have four things we talk about at the Sidkins Group. Sales and sales conversations. Shocker, right? Relationship management or proactive relationship development. Not reactive, proactive making deposits, continuations, which is another word way of saying proactive renewals. Right. So we're again, we're being proactive in this area and pipeline development, growing your pipeline, working on your pipeline. So sales, relationships, continuations and pipeline development, those things we know that producers should be doing. And when they're doing it, 80% of the time they win at super high levels. Why? Because they're actually in the game doing the things that matter. And then when you have a number of conversation with producers, what you realize is that what you typically see is on an agency team, for example, that hey, I've got 10 people, for example, 10 producers on my team, but eight of them are part time producers. So we've got to identify what are the red zone things that are getting in their way. And there could be a number of things, but oftentimes we'll see things like what? Well, they're caught in the service trap or they're caught in the email trap, or they're caught in their own distractions or whatever. But we've got to really identify and own those, right? And own those. So let me share an example, a numerical example that might help put some context. One of the things that we talk about in our programs is that people buy emotionally, right? People buy emotionally and when you think about people buying emotionally, think, okay, well, it's me or our team selling a product or a service. In fact, when we talk to producers, we talk about that idea, right? People buy emotionally, your clients or future clients will buy emotionally and then they will justify that purchase intellectually. And we could probably all think of examples. Think about the last purchase that you've ever made. A big purchase, big purchase. And I bought that car. Well, did you buy it with intellect or with emotion and some. Oh, it was a great deal. Then what we really buy is I like the way I look in the car. I like the way that car makes me feel, right? I like that it goes fast. I like that it looks cool. I don't care what it is. There's some emotional context to that. And then we put the pieces together, it was a good deal. I got a good whatever. The finance rate was low. You know, you go on down the road, right? It gets great gas mileage, you name it. The same is true with ideas. People buy ideas emotionally and they justify intellectually. We could talk about Green Zone and all these kind of things and go, you know, this is why you should do it. Here's the plan, how you do it. But if you don't buy into it, if your belief system doesn't correlate you, you're not going to make those changes. Because here's the thing about productivity in the Green Zone, it's super simple. Like the concept is easy. The concept, hear me out. The concept is easy. The application is really hard because there's this thing called life. There's this thing called the human emotion. There's things called disruptions, distractions, all these things that we talked about that happen all the time. So I want to put an emotional context to this idea. Because if I say, hey, here's what you do, it makes sense. But let's put this backwards and I. As far as the numerical amount, that's going to be up to you. But imagine if you started the year with a certain amount of money, okay? And it's good. Like it's, it's. If you're thinking about your goal for this year of what you wanted to earn, right? Let's just put that out there. Here's the goal that I want to earn this year. Again, if you're commission based, right, you go out and achieve it. Or if you, you know, in leadership role, you work your way up. And here's what I want to earn, here's what I want to make. Now, instead of striving to that goal, so to speak. How about you start with that in mind? They give you that money to start the year. I have this big, audacious goal that I want to make money wise, and I'm just going to give it to you on January 1st. There you go. Boom. Now here's what we're going to do. We're going to diagnose Green Zone hours like true productivity hours. And every hour that you share should be, you know, to get to where you need to go. You get distracted, disrupted. You choose something else instead of the things that most important. We're going to take that hour's worth of salary or commission, however you want to define it, away from you. No soup for you. Okay, Seinfeld friends, you don't get that. So let me give you an example and I'll just, I'll kind of lay this out and get agency leaders. These could be some great conversations certainly have with your producers. Producers, if you're listening, this could apply directly to you service professionals. Maybe not as direct, but you'll get the context. So let's talk about this. Give an example. There are 168 hours in every week. Everybody, we all have the same amount of time every week. 168 hours, that's 100% of the week. 40 hours a week is 24% of your week. So a normal, average American workweek, maybe you're more. Maybe Your last is 40 hours a week, which it leads to 24% of your week. We challenge producers again. I'm going to keep this producer focused right now, but I think this could apply to you in different ways. Find your new. Find your number. Challenge producers to have 20 hours a week. 20 out of all of 168 that are focused specifically on Green Zone, slash results based stuff. Right? So here's how this works. 20 hours a week at my best, doing my best work, the things that really matter. Because what can happen is you could work. I worked 60 hours last week and maybe eight of them were really the things that mattered. But you were busy. So we're going to talk about 40 hours. Just using as a context, can we get 20 hours at our peak, at our best, with the things that matter the most? By the way, how many weeks a year are you going to work at that level where we give you 20 hours, a great week? Oh, 52, Brent. I'm a. No, you're not. 50, Brent. No, you're not. 48. Now you're not. Let's just say this. We're going to give you 10 weeks, you screw up or you're sick or you're on vacation or there's holidays. Back to what I said before, you just didn't have a good week. Okay, so 42. We're asking for 42 out of 52 weeks where 20 out of the 40 hours you're doing the stuff you should be doing at the highest level. That means that you have 840 green zone high leverage hours every year. 840. Just break this down. 840. So what's the value of each hour? Well, that depends on how much you want to make. So this is where it becomes super easy. Put in using this example, how many, how much money that you want to make, your goal to make this year is. I'll give you some examples. Maybe you want to make $150,000 this year. That means, based on this math, that every hour is worth $178. Brent, I want to make $250,000. Great. Every green zone hour is almost $300 an hour. $297 an hour. Brent, I want to make a half million dollars a year. Yeah, we're talking. Let's get there. That's 595, doll. So here's how this works. I'm going to give you that money at the beginning of the year, but every hour that you should be doing green zone stuff that you neglect or get distracted from, I'm going to pull that money away. It's gone right now. Maybe that's a silly example. But my question to you, however you want to define this emotionally, is the question I would ask anybody. Leaders, producers, whatever you're thinking about your green zone time and hours. By the way, it's not about the amount of hours. It's the right hours and the quality of doing the right thing in those hours. So when you miss that hour that matters. My question to you is this, was that distraction? Was that interruption, Was that lack of focus worth it? Was it worth it? I mean, that's, that's the bottom line. See, time. Time is the one thing you cannot get back. Agency leaders, hear me, being able to explain this with your team, certainly those commission based producers, but being able to have this conversation, listen, what I want to help you do is maximize the one thing that you can't get back and that's time. That's your time. And is it worth it? Is that distraction worth it? Now, by the way, I'm not saying anybody's going to be perfect on this. This is a matter of just being aware I know myself. I'm like, listen, I had this thing, schedul. This was important. And all of a sudden I got that email, or I checked the email when I shouldn't, or I started looking at this thing, or I got distracted. And, you know, listen, I struggle with this. I'm going to give some examples of specifically how to address this in a minute. But it's very easy, especially in today's world. Like I said, you pick up this smartphone like it is a computer. We all know that every social media outlet, every email, every rabbit hole you want to go down is right next to you. You want to get distracted, just have it. Hey, go walk into an airport, Go walk into a restaurant. Go walk anywhere and look at people. They're all glued to that thing. Now, I'm not trying to disparage them or you. I mean, it's fine. There's great stuff you can do, and I don't know what they're, you know, at that moment, what everyone's doing. But I just keep thinking about this. I mean, this could be applied at home. You know, I share a story, and I haven't actually shared this in a long time. I used to share in trainings all the time about the level of focus. My second daughter, Abby, she's 17, almost 18 years old. She's a senior in high school, and I think she was like 7, 8 years old. This is a long time ago. So like 10 years ago. And we were sitting at my kitchen table like we often do as a family. Not as much as we like to, because kids get busier and busier, right? If you've got kids, you know that, right? But we're sitting at the kitchen table, and I had that smartphone on the table. I was kind of off to the side, but it was on the table. And, you know, we're sitting down for dinner, and there's my phone, which, by the way, what a great example that is, right? As a dad. And the phone buzzes. What do you think I do? I pick it up, I look at it. I had an email. An email. Was it important? No. Was it urgent? Not really. But I went ahead and just replied to it because why not? We're just sitting at the dinner table, and my daughter Abby, I didn't even see her at the time. She'd walked around the table, and she was next to me on my shoulder. And, you know, if you have someone that's in your presence, sometimes you don't see them, but you just kind of feel. All of a sudden, I felt her presence. I looked up and I was like, oh, Abby, hey, what are you doing, hun? And she said, dad, do you think for tonight at dinner we could be the most important thing in your life? Never forget that. Now, I'm not here to tell you I've been perfect at that. Remember when I said if you say yes to something, you are inherently saying no to something else? It's not always about money. But what's the value? For example, in that story of my family, if you ask me, who are the most important people to you on this earth, Brent? I'd say my family. It's my family. And if I was coaching myself, I'd say, really? Here you are. These special moments. These kids grow up fast. These opportunities don't last forever. And here you are, Mr. Family Guy, checking your phone and your email when these most important people are two and three feet from you. In your presence. Listen, with distractions, interruptions, the point of it is it's easy. It's easy to get sucked into it. It's easy to miss the most important thing you could be doing for your career, for your clients, for your future clients. It's easy. But when you say yes to that, to the distraction, you're saying no to those things that if you told other people were the most important thing to you. So I say all that to this. Agency leaders, ask yourself this. Producers, ask yourself this. Service professionals, ask yourself this. And for all of you that are coaching and leading other people, ask your team this. What's most important to you? Why? Why? Why? You know the great book Start with why by Simon Sinek? It's been around for a very long time. He has the YouTube or the, the head talk that's been out there forever. It's so good because it's so simple, yet it's so hard. Start with why. You know, I talk about people buy emotionally. When you buy into your why, why am I doing this? Why am I doing what I'm doing? And you really get to the heart of why it matters. And again, everybody's going to have their own reasons. It could be for your family or career, you want to give back or you want to maximize yourself as a human being. There could be a number of. And keep diving deeper in that. When you find the why and you tap into the why, the what becomes so much easier in the sense of doing anything else. But what you agreed to doesn't make any sense anymore. And we have to have these aha moments sometimes. The story I just gave you at the kitchen table Is an aha moment. Like my life changed after that. It doesn't mean I'm perfect. But I have to ask myself, what am I doing? And I know oftentimes, for example, and going back to the producers, we hear like, oh my gosh, what have I been doing with my time? How am I allowing distractions and disruptions and lack of focus to take over my life and sabotage me as we talk about a Sitkins group from becoming my best version possible. All right, so let me give some very practical things. Examples. I'm hoping so far what I've talked about has hit something. Oh, you got me thinking about that, Brent. But here's some. Some simple things. Simple, not easy. Simple, not easy. I would challenge you as a listener and every one of you, regardless of your role, that before next week begins and you can do this anytime. I love doing this on Friday. But before I wrap up my official work week on Friday is that I've already got next week all diagrammed and focused around my Green Zone stuff. That always comes first. You know, Stephen Covey talks about this and I'll rephrase it my own way. I think average to good performers prioritize their schedule. Right. So you look at all the stuff that's on there and you kind of prioritize your schedule. Yeah, the best performers schedule their priorities. First things first. As Stephen Covey talks about, this needs to go here first. Right. For producers, if I got a two hour gap on Tuesday between 9:11am I have two options. I leave the gap and go. I got time to catch up on stuff. Or I say what best fills that gap before that gap starts to catch up with me? Well, let's do pipeline development. What does that mean? I'm going to do these three things in pipeline development from 9 to 11am on Tuesday. Great. Schedule it. And you got to determine what that is. Because if you hope that next week you'll just suddenly be wise and 9 to 11, just do the right thing, you're lying to yourself. Allow yourself to be intentional in these areas. So start and plan every week before it begins. Number two, within this, this is super important. It's. By the way, it's easy to put stuff in your calendar. It really is. I mean to put it in there. Have you ever set up an appointment like two months from now? Ah, that's easy. I got that thing two months from now. And then you get the week before. You're like, what was I thinking? I don't want or need to do that. So putting stuff in your Calendar is easy, but being intentional with what goes in it. And then here's the key point, keeping that appointment with yourself like you would, for example, with your best client. It's amazing how you could put in a 90 minute block or two hour block, for example, of pipeline development, specific things you want to do and how that time comes around and go, it wasn't a big deal. I'll get to that later yet. If you had a great client, right, A big client, or a few future opportunity, would you. No. Show them? Of course not. Of course not. Here's the last thing I want to share and this is where I think the transformation really goes in. This is not a, there's no magic bullet here. There's no secret sauce to this. To me, it's awareness, it's growth, it's development. You know, I said the beginning of this podcast, this was the podcast to help you grow and develop, right? This is the growth and development. And here's an area to do it. Debrief each week. So I'm going to start off by saying, okay, let me get next week set up. What makes next week a great deal week? Now this does not mean you're not going to have stuff that happens. Like there are things that happen. Just because you design it doesn't mean it's guaranteed to happen. But you got to at least be intentional with that. The other part of it is debrief each week. Okay, I got to the end of the week, how'd I do? You know what? I kept seven out of eight. What happened in the one, okay, how do I learn from that? Right? Debrief, learn, adapt, evolve, grow, get better. Be honest with yourself, Be honest with yourself. Don't lie to yourself, but also don't kick yourself. Just be honest. Okay, I fell short here. Now if you have an accountability partner, this is even better because you're both in it together. Hey, how do we help each other get better? But at a minimum, debrief yourself. Hey, what worked? What didn't? How did I do this? And how do I get better? What's the next step I can take? Right? Those are tangible actions that you can all take. So listen, if you can't hear my passion, I, I'm passionate about this because this stuff is so important and it's the real talk. You think about producers and leaders and just in general, the people we work with, it's, it's not, it's not that they don't know what to do in some cases, it's why don't they do what they know they should do well, because there's mindset issues, because there's habit issues, because we haven't really been honest with ourselves. We haven't been able to discipline ourselves in different areas of our life and in our business. Right. That's what being that best version possible is all about. It really is. So saying what does the best version what would the best version of myself do in this situation? And how can I improve that? Listen, I want to thank you for being a listener of this podcast. I love the interviews. In fact, I've got some really cool interviews coming up, both with some of my team members and coaches, but as well as some great outside interviews with some of our members. I have an author coming up. I'm so excited to interview and share some of his wisdom and some of the things that he's learned in working with high level achievers. This podcast added value to you. Hit the like. Hit the subscribe. I'd appreciate it. Get my message. My mission is to help agencies and professionals and leaders become that best version possible. We appreciate you. Listen. We're also here to help you as an agency. If you want to learn more about what we do at Sitkins Group, just go to sitkins.com we'd love to start a conversation and help you and your agency identify blind spots. And by the way, you're probably doing really good. Good. But what's that next level and what does it mean for you and your agency? I wish you all the best in your success. Thanks so much for listening. Take care. The Agent Leader Podcast is brought to you by the fine folks of the Rough Notes Company. They're publishers of the insurance industry's leading magazine and technical insurance content. Roughness Magazine Profile Successful Agencies plus keen insights from respected experts on a host of must know topics. Rough Notes Advantage plus provides the tools to help your agency grow, providing authoritative information on complex coverage issues. Visit them and learn more@roughnotes.com wait, you're still here? Hey Agent Leader Podcast listeners, Brent Kelly again, I want to first of all, thank you for listening to the Agent Leader Podcast and your continued support. If you would like to have more content come your way, please help us by sharing the podcast, subscribing to the podcast, telling people about the podcast and if you as an Agent leader are truly ready to take that next step in your agency, you're committed and want to be that best version possible agency. Don't wait. Go to sitkins.com bookacall sitkins.com bookacall we want to provide the blueprint for your agency to help you create more impact with less effort. And it all starts by going to sidkins.com bookacall all right. Now you can actually go. Thanks.