Make the 2nd Half of the Year Twice as Good as the 1st Half

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Welcome to the Agent Leader Podcast. My name is Brent Kelly, your host. Thanks so much for joining me on another episode. And today I have a very special guest. He's also a repeat guest we love having on this show. It is the Roger Sitkins, the CEO of Sitkins Group. Roger Sitkins, welcome back to the Agent Leader Podcast.

Well, thanks, Brent. I don't know that I need the Roger Sitkins, but it certainly is a pleasure to be here and look forward to sharing some information with the listeners.

Well, as always, you have a wealth of knowledge, Roger, in doing this agency leadership thing for, you know, a few years now. And so excited today to talk about a very important topic, very relevant to where we're at here as we're halfway through this year, 2021. Hard to believe everybody says that, but hard to believe we're already halfway through this year and I know the listeners today are going to get a lot of value from the topic that we're going to be talking about today. Before I get into content with Roger, we're going to just want to share a couple things. First of all, you know, what is the purpose of the Agent Leader Podcast? I always want to share that. Well, the purpose is for you as an agency leader, whatever your role or position is, to help you gain clarity, build consistency and to make a commitment to become your best version possible. And also want to invite you as an agency leader to learn more about our all inclusive membership. This is a chance for you as an agency leader to have your entire team participate in leadership and sales and account management development through coaching, through mentoring, through peer conversations. Just go to sitkins.com aim that's sitkins.com aim to learn more about it, see if your agency is a fit. And again, we would love to talk to you more about that. We know that our agencies that are currently part of that program are getting great results and we'd love for you to be another success story. So with that, let's get into today's content. Roger, as always, great to have you on the podcast. And this conversation today was brought up by a conversation that we had earlier this week. We just wrapped up the 4th of July weekend and we're having some conversations after the 4th. And as you said to me, you know, a great question can never be ignored and you would ask yourself a great question that I think is going to be a relevant theme and topic today. I know. And so why don't you just share with the audience, Roger, the question that you were thinking about and we'll get into It.

Yeah, I was just thinking through the fact that again, it's the first half of the year is done. And I said, is it possible to make the second half of the year twice as good as the first half? And the first half has been really good. It's actually been great considering everything we've gone through and had to go to the virtual format, which has really been a blessing for our members, our clients.

Because we can touch so many more.

Members that way, so many more people. But again, I just said, is it possible that the second half could be twice as good as the first half? Well, the answer is yes. So then you look at it and say, well, all right, what's a better question? And I think the question for the agency leaders and the producers is, how do we make. How do you make the second half twice as good as the first? Well, it's not exactly what everybody thinks. Just do twice as much. Do this, do that.

No, not at all.

But it's asking yourself that question and start thinking about, okay, what's possible, Roger.

It looks like someone's trying to make their second half better.

Right now, as you speak, my phone is absolutely muted, so it's called Real world.

That's right. That's right.

It just comes back to, can your phone go off two times as many as times as it did? But when we look at this and we get thinking, and as you know, one of our favorite authors is Keith Cunningham, the Road Less Stupid. And at the end of every one of his chapters, he'll ask a bunch of questions. Then he says, now go think you'll thank me later. And I would hope at the end of this podcast that people are saying, you know what, we really do have to think about this, because it is possible that the second half can be twice as good as the first. Now, what do we have to do differently?

Yeah. And as you. We talked about this earlier this week, Roger, and you asked that question. You know, my. My first response was much like probably many of the listeners. Well, how, Roger? And of course, you know, I have some ideas as well, as we work with so many agencies, and we can see some agencies that are getting really, really good results, and then how do they continue on that trend? And I think a big part, and I know stuff that you'll want to dive in today is something that we have talked about ad nauseum on our coaching and training, but I think it's been very, very powerful. In fact, I know it's been very, very powerful. And there's two words that we have expressed again and again and again to our members and our attendees of our programs. And I'll just let you take those two words that jump out, Roger. What are two words that have really been powerful with our member success over the last several months?

Very, very sticky. The words are simplify and focus. Simplify and focus. How do we simplify everything we're doing and then create a laser focus to actually do what we said we were going to do? Been very powerful.

Yeah. And we, you know, we continue to use that and okay, simplify and focus. But the truth of it is, and of course, I want to ask, you know, Roger, you several questions of some specific things and things that you see. But the truth of it is that most agencies do make things too complex. And you know, we've said many times, certainly in our. A lot of our training and coaching, that sometimes people say, oh, well, you know, that Sitkin stuff, you know, that's the real simple stuff. And as you always say, well, let me know when you've got it mastered. Because the truth of it is, is that the simple stuff, as you always say, it's easy to do, but it's really easy not to do. And you know, most agencies choose, well, you know what, we'll go beyond that. But they've never, ever really mastered some of the simple things that actually get tangible results. And in fact, sometimes if they begin to do some simple things to get tangible results, they then go away and find other things to do and go, oh, yeah, I forgot about that stuff. And so these two words together, you think about as an agency leader right now, what, where in your agency do you need to simplify? I've got too many balls in the air. We got too many things that we're looking at. We have, you know, all these things coming at us so that we can truly focus on what matters, you know, and what we can really, really do. And so I guess my question on simplifying focused is why do you think? Because I know that the feedback that we get from our attendees and members is, hey, you know what? This has really been helpful because I see the clutter that's all around me, or maybe I haven't noticed as much, but why have these two words, simplify and focus, Roger, been so powerful to agencies and agency professionals that we work with?

Well, first of all, when people are committed to getting better, there are always more great ideas than there is time or capacity to execute. And we've talked about that before. And those of us that are more of the A type personalities or if you understand the Colby profile or quick starts, we love new ideas. It's almost an addiction. Oh, another new idea and another idea. And what happens is the quick start type of mentality, the A personality, whatever, we wind up looking at things and we say we could do this, we could do that, we could do this, we could do that. And we go very, very shallow on our execution. We've talked before about the concept of going deep, that delivering excellence in every process. And so what we find is if you're chasing too many things and going shallow, you don't really execute anything. You have a lot of activities and of course confusing activity with results, but you don't really get down to getting that mba, that mastering the basic activities and creating a laser focus on okay, these are the vital few strategies, not the trivial many. So that's a big start of it. And then when you look at this, you say, okay, if I'm chasing too many things, the new bright and shiny squirrels, there's a lot of complexity because we're starting, we're stopping, we're starting, we're stopping and there's a new app out there, there's a new idea. And what I see is that people throwing all this stuff against the wall, hoping something sticks. And the reality is when you look at agencies that have lost their focus, I'm at times really worry about them because what they're really doing, I think is they're aggressively waiting for the clicks, pings, rings and dings which we've talked about before, to give them an opportunity to chase somebody and maybe do some unpaid consulting and some practice quoting. And when we look at this, we say, you know, that's just not the way to go. And the impact of chasing so many things is that they never really truly impact the top line and the bottom line of the agency or the producer at their own looking at their ME Inc. Their top line and personal bottom line are not there. Because if all of these things worked, if it was great to chase everything, why is it that the industry's only at a 5 or 6% growth rate, the best practices agencies, when they should be 15% by the way, would we settle for 10? Heck yes. But when you too many things, you're impacting your ability to focus on the most important things that quite frankly really have an immediate and a long term impact.

You know Roger, as you said, that jumped out at me. Some of the things that we've talked about too. In fact, you did a, a sales training last month on this is getting back to the, the mba, you know, getting your mba and it was mastering the basic activities. And you know, it's so true. I mean, this is the aspect of going deep, as you mentioned, and trying to reduce some of the complexity out there. And as you know, Ro love me some sports analogies all the time. I use them for everything. And I know not everybody's a sports fan, I'm aware of that. But they're just, they're, they're easy to understand. And it just got me thinking, as you were saying, that, you know, it's like a football team who they know who they are, they know the strengths of their team and what they do at the highest level. It doesn't mean they don't ever do some things to kind of make sure they're, you know, there's, there's a game plan around a certain opponent, but they don't change their, who they are every single week. Right. Based on what's new that week. And I think that happens a lot with agencies is they get away from what really can make them great. It is making them great in some cases. And as you said, you know, why do so many agencies have organic growth rate at 5% when really if they got focused to be at 10, 12, 15 is very, very possible. On that note, I want to ask a question because we just, this has been a few weeks now as recording this, but we, we had one of our elite 50 programs and these are, this is our mastery producer program. The average, in fact the average producer book of business is around a million dollars in commission. So these are high level producers. I can tell you that one of the things that we continue to hear, and I heard and you heard was one of the biggest things that causes complexity is distractions. And you mentioned some of them with rings and dings and pings. But how do you see, Roger, just overall, because I mean this is a, this is an industry wide problem, so to speak. Why do you see or what distractions maybe particular do you see that really are affecting insurance professionals from being their best version possible?

Well, again, this really was a hot topic at the elite 50 to say the least. And I think the distractions come because of a lack of focus, allows the distractions to get in the way. They don't have a laser focus on what they want to do. Let's face it, when the producers are at that level or agencies at an elite level, they start most days, most weeks, most months, most quarters, most years with really, really good intentions. Okay. And one of the things that we stress and if you're not doing it, you should is a Sunday evening review where you're going through your debrief. Last week, pre brief this week, what worked last week, what didn't, what things do I have to get done this week? What are my great intentions? But they get to the office and because they don't have a real plan like the average producer, if you were to ask them on Monday morning, what are you going to see this week, they might have a couple of appointments booked, but they don't really have their calendar full. So they get to the office or they get online virtually. And because the nature of boar is a hole, there can't be a hole. It'll be filled with crap. And what they do is they get in the service trap and pretty soon you hear them saying, boy, itb, I'm just too busy to get out there and do those basic things I know I should do. And when they get in the service trap and they're allowing all this stuff to stick to them, what they're also doing is not identifying boy, this is sitkins 101 or maybe sitkins one. But they're not identifying those things that earn pay and those things that don't earn pay for them. And the reality is every day everybody has that you have some things you do that are pay oriented and some things you do that are non pay oriented. And because they're not identifying them, they're doing no pay activities during prime selling time. And when you look at this and you say, well, why is that? Well, the average producer, every inbound arrow, as we call them, is an emergency. But the reality is everything isn't an emergency. Most things can wait to get done. So they're not protecting their most important time of the day, prime selling time, and they're allowing themselves to get pulled into areas that quite frankly have nothing to do with their unique abilities. So we look at this and we say, all right, we've got to get focused, laser focused. And we've talked about this before. I love this, I heard it several, several years ago that the sun has more energy than a laser. But a laser can drill through a diamond because it's focused energy. So focus an acronym. What a surprise. This is not one of ours. But it's follow one course until successful. Follow one course until successful. So if you come in and you know these behaviors and these strategies are things that I have to do. These are things that get me actual results and when should I be doing them and how do I supercharge my high Performance team to take away the stuff that allows me or I allow myself to get dragged into activities that have nothing to do with my unique abilities. So, again, follow one course until successful. And of course, we have another one. Brent, forget other coaches, use Sitkins.

Oh, I like that one. Yeah, we had some fun with that. I mean, and I love both those acronyms, obviously. But it is true. I mean, is what you said. And I was writing down as you were saying that. I mean, at the end of the day, the best of the best you talked about, how do you make the second half twice as good as the first? Well, you know, focus on what matters and reduce or eliminate the rest. And you say, well, that's easy for you to say. Well, let me ask you this. And I mean, stuff that we talk about is if you were to ask, and again, this could be an agency leader, a sales leader, a producer, certainly, if you said, if you could plan out your ideal week, right, to get you the best results possible for that week, what would it look like? And they'd say, well, it would be this and this and this and. And typically, Rod, as you mentioned, it's doing stuff that's results based. Right. Versus activity based. And then I'd say, okay, well, then write that in. Do that. Well, you know, I don't know what's going to happen this week. I got to leave some openings. As you say, if you have an open in your calendar, I promise you it'll be filled with junk. And so a lot of it is just saying, what are the things? If I were to design my perfect week, then we know there's no perfect week if we use the word ideal. But what would it look like? What would be in there? What would your time blocks look like? How would you be focused? And are you willing and committed and disciplined to stay in those blocks? And that really, honestly is one of the biggest, if not the biggest, difference between the best of the best and everybody else. And I love, as you said that that Sunday evening review plan, your week in advance was so, so powerful. So hopefully you're all listening, taking some notes, what Roger's saying there, because it's important, powerful stuff. All right, so my guess, Rogers, there's probably some agency leaders who are saying, okay, you mentioned a few things, but, you know, if you were to tell me, Roger, with all years of experience and working with agencies across the country, if there are just a few areas that I should get laser focused in.

What would those be?

So I'll just throw that question to you, Roger. I'M an agency leader. Help me, Roger. Get focused in the right areas. What are some things that jump out to you?

Well, a couple things you said right away. The time blocking. This is something that so many people miss because they, they haven't created that perfect week, that ideal week. They don't have time blocks set aside. Okay? And so if they're not doing that, they're just missing a tremendous opportunity because again, they'll have holes in the calendar and they'll fill it with junk. The second part is the whole concept of unique abilities that I mentioned. You've got to do what you do best and delegate the rest. And all too often we see that producers are doing things that they're not highly qualified to do. And that's the service related stuff. So those are just two basic things. One of the things that we talked about at the elite 50 and I've also talked about with several of our private client members recently is this whole concept that your current business model is perfectly designed for you to achieve the results you're currently achieving. And it's really funny, even at the elite 50 level, when we talked about this, it's like a three count, 1002, 1003. And people go, oh, I get it. In fact, we did the producer transformation scorecard. We also have an agency transformation scorecard. And we know transformation is going from where you are today to where you want to go. And going through these scorecards with people, it's been really interesting because we have them rate themselves on a scale of 1 to 10. Where are you today? Where do you want to go? Pretty basic scenario. And every time we've done it, at the end of it, I say, now look, look at your ratings in these 10 or 15 items, depending on which one we're doing. Look at your average ratings. I said those ratings right there. What you've just done is you have identified your current business model. Your current business model says, well, the producers are spending more time in service than sales. Current business model says, well, we don't really have a unique message. We don't have that 30 second commercial. Current business model says we have pipelines that are dripping versus future ideal pipelines that are overflowing with more opportunities and time. So that's a starting point is to understand what is your current business model because the results you're getting today are perfectly coming from your current business model because it's designed to do to get you what you're currently getting. So the starting point is understanding where you really are today. And don't lie to yourself, don't lie to yourself, which we've talked about before, the next things has to come back to the use of time. Time, as I think everybody would know, is our only diminishing asset. So something we talk about a lot is tss, time spent selling. So as an individual producer, just ask yourself to face reality. Okay, how much time are you really spending in sales and sales related activities each week? This should be part of your Sunday review and something we've talked about here and we talk about in all of our training now. Very, very sticky. Green zone versus red zone. That when you're in the green zone as a producer, green as in making money, there are four things you do. You make sales, you manage relationships, you have a continuation process, and you build your pipelines. So when I look at time spent selling and time in the green zone, then I look at my producer's perfect schedule. How many appointments should I have? And it's amazing to me that when we did this, even at the elite 50, some of the producers admitted that they were only having four, five or six appointments a week. What were our best ones having? 10, 10 appointments a week or more. And they've really jumped over, in fact, the largest producer in the elite 50, that's 4 million of revenue. He jumped all over it. And he's kind of laughing, saying, oh, I can color code my calendar, my outlook calendar. So now he's looking at his calendar, blocking times. He has green zone, red zone. And now he's also identified yellow zone, which is prep time. Okay, red zone is crap. Okay, but he's looking at it. And just think about this. If we wanted to double our results, what if our average producer was having four appointments a week and we just got them to eight? And these aren't junk appointments. These are being purposeful about saying, okay, my clients, my future ideal clients and my centers of influence. How many appointments should I have? And then keep in mind that every hole in the calendar is a lost opportunity. So it starts with the reality of your current business model and then saying, okay, I've just. I remember one time, Brent, about four or five years ago, I was doing a private producer camp for a large agency and one of the leaders, like the number two guy I think in the whole agency, came in and he said, look, if you don't do anything else Roger talks about, just get more appointments, double your number of appointments, you're going to have a 30 or 40% increase just right there. Now what? That's not something we condone. Just have Appointments, because there are enough fake appointments that happen in our industry, but quality appointments, if you'll just get in the green zone 80% of the time. Because the average producer. Brent, what do you think they're in there, 20%, maybe?

Yeah, yeah.

And just saying, duh. And I love your analogy. You talk about, say, look, if it's a four quarter game, whether it's basketball or football, whatever it may be, and you're only playing two quarters, there's a real good chance you're not going to score any points, you're not going to win the game. So it's just clearly getting back to that basic. And then. Brent, have we ever talked about pipelines?

No, never. I don't think pipelines are important at all.

Yeah, yeah. Well, pipelines, pipelines and then pipelines some more. And it's perhaps the biggest frustration we see, people. So our pipelines are empty. Our pipelines are empty. What are you going to do about it? Aggressively waiting for clicks, pings, rings and dings? Or are you going to be very, very purposeful about using current relationships, whether they're clients or centers of influence, about specializing in what you do, getting more opportunities. In fact, Brent, I know you've talked about this before, but why don't you remind your listeners about, I think we call it the $750,000 cork board.

Yeah, it's, it's a great example of a focus. I mean, at a very simplistic level. In fact, when I tell the story, whether it's in training and coaching or wherever it is I'm speaking and people are always like, that's it. And I go, yeah, but the difference is they actually executed. And so the story is one of our private client members, the Sitkins Network, you know, obviously one of their focus, and we went deep in this for a while, is pipelines. Let's not just talk about pipelines. Let's actually make something happen in this area. And a very simplistic level, without a bunch of technology, they actually created a cork board where they put three by five index cards. So yeah, just imagine this really big cork board with a hundred. They did. They came up with a hundred. So each producer came up with a few. They have a pretty big agency and so they all had these cards. So you see this big cork board with 100 3x5 cards on it. And these are of future ideal clients. So if we could get 100 clients in this agency, who would they be? And within it, of course, we go deep with them on a target account, strategy plan and Give them some ideas of better ways of doing that. But we actually had a four star system that they would put, I mean, kind of like you were in kindergarten. It was like if you did the first one, you got a star. The second one, the third one, the star. And of course, you know, first appointment, next appointment. Did you propose and did you write it? I mean, that was kind of it. And as they wrote it, they moved it from one side to the other. And at the end of this program project, they wrote and everyone, you know, this is not premium, this is revenue, commission revenue. They wrote $751,000 of new business revenue by having a focused intensity on pipelines, in particular, this, this cork board. And it became something that their entire team rallied around. It was something they always talked about, in fact, and you said this, Roger, and this is true, they would have, you know, people come to the office that were like, hey, wait a second, I, I know someone there, right? So the entire team got involved. But that's just the level of people talk about pipelines, but if you actually focus, results happen. So pretty, pretty cool story to say the least.

Well, you know, and what's interesting to me, it's, it's not like this is something new and shiny, you know, but here's what's new and shiny about it. When you do the basics at that depth, when you actually do what you said you were going to do. And we've seen some agencies that have, you know, all the producers got their top 20 prospects up on a, on a chalkboard or a whiteboard or now on a screen and then nobody talked about them again in this agency every week. What's happening on this? Where are we? Where are we? Where are we? And that wasn't all the new revenue they wrote by any means, but just by going deep on, sorry, real basic sitkins thing, they MBA, they mastered a basic activity, they did 751,000 of revenue. And so the reality is that when you do the basics at a very deep level, the results are predictable and quite frankly, they're guaranteed. So when we look at this, we say, okay, what can we do to really take it deeper? And something that we stress with our all inclusive members now is that you've got to take the deep dives that we've mentioned three or four times here today. You've got to say, look, what are the few basic things, the most important things, the vital few versus trivial many that we've got to go deep on and then we've got to create laser focus around that and to me, the thing that's working the best is when people go through the first part of what we're talking about. Let's get clarity and let's. Where do we really want to go? Where are we. Where do we want to go? How do we get there? What are the core training programs we have to do? Because we, you know, if you had a professional sports team or an orchestra or you had a Broadway show, guess what? You're going to do training around it. I've mentioned this to you all the time. I love America's Got Talent and Shark Tank, and I was watching it last night, and it was amazing. I kept saying to my wife, do you think they practiced? Do you think they practiced? Do you think they practiced? Did they have any training? The answer is yes.

Okay.

And so the key here is get through the core training and then say, all right, for 90 days, let's say they do the corkboard project for 90 days. That's our main thing. We're going to do business as usual. We're going to follow up on the core training. We're going to start changing behaviors and strategies. But let's pick one area and for 90 days, have a laser focus on that. And, Brent, you've seen what happens in those areas.

Oh, it's. It's extremely powerful. And I want to offer something to the listeners because you had mentioned, you know, going back to some of those basic few things that they could do is about the business model. And I think to give the listeners, if you're an agency that's obviously say, hey, look, listen, where. Where are we at?

Right.

I mean, that was the first question is the awareness of where are we at? Of course. Where do we want to go? We're going to give a giveaway for any agency leader that. That wants to take a look at our transformational scorecard where you can kind of see some of the. The basic few behaviors that we look at. We know that work for agencies and just give yourself a rating of where you're at and where you want to go. So to do that, you just go to sitkins.comscorecard. so just go to sitkins.comscoreCard and you can get a free download of that scorecard and keep us posted. What jumped out at you. We'd love to hear from you as well on that. So, Roger, I know you didn't know that was coming, but. But I want to make sure that the agencies have an opportunity to take a look at it as well.

Yeah, I'd love. I'd love for them to look at it. It really opens the eyes. And what's cool about the scorecard again is when you look at it, you say, oh, that's our current business model.

Yep. Last thing that I have for you is because the end of the day, right, it's, it's. We always use the acronym wiifm. You know, everyone, everyone has that radio station tuned in because it's. What's in it for me? And so my last question is pretty simple, but I think it's powerful. Is that when agencies do get intense focus, hey, we're going to take an area, maybe two, but just, let's just talk about one area and really, really explore it, really focus on it, really make some transformation in that area. What type of impact does that have on their results? Because that's what they really want, right? I want results. So what does that look like to you, Roger?

Well, yeah, the last thing they need is more activities or more things to do because again, always more great ideas than there's time or capacity to execute them. So the key here is to get down to the vital few things. And what are we seeing? Well, with the agencies that truly stay focused, the ones that understand taking deep dives, the ones that understand, let's just do a 90 day sprint on this one thing because we've got all this other stuff going on anyway. I mean, we've got, like somebody said to us one time, boy, if it weren't for all of our clients and all of our employees, we could do everything you talk about. No, you've got to get focused and get the core strategies in place. Okay, but what we see with the best ones is that whatever their current growth rate is, they wind up 3xing it now because of depth. Next thing that happens is on their retention, they're increasing it 2 to 3%. Because agencies we work with have pretty darn good retention anyway. And then finally we take a look at growth. It and grow fit is a combination of the organic growth rate percentage plus operating profit percentage, and adding those two together, the stated goal and the ones that our best agencies are hitting is 40. So if I had a 20% organic growth rate and 20% profit, that's 40. Or what if I had 15 and 25? And when we look at it, those are the numbers that really tell us two things. Number one, it tells us the health of the organization and number two, it tells us the direction they're on. And something we talk about so much is your current trend. The current direction of your agency does it match your desired destination and if it does, great. And if it doesn't, your current business model is not getting you the results you really want. Time to take a look at it.

Yeah. Well, one of the things Roger, thanks for sharing that again. I know we're already at a half hour. Time goes fast when you're having fun, having a great conversation. I just want to mention too for, for all the agency leaders again obviously if you want to get a free download of the transformational scorecard that we have for agencies again just go to sitkins.comscorecard so sitkins.comscorecard but I also just wanted to share a little bit as we continue to evolve and adapt and improve like every other organization. You know, one of the things Roger and can chime in on this as need be. One of the things we've talked about is how do we do a better job in our coaching, our consulting, our peer network of helping agencies really stay focused and going deep. And as we continue to evolve and expand our programs, the all inclusive model that I've already mentioned, we've now taken that program to where as an agency for 90 days you have access and of course you can repeat these programs as much as you want. But for the first, first phase of it, we really want the agency to be able to explore and listen and be part of all of our training programs. So leadership, sales, leadership sales service, take a listen and look at all of these so we can begin to have a common language and culture. And then from there let's take one area and through masterminds, through online training, through our learning modules, through our tools and resources, through ongoing focus, let's take one, one area. Whether it be high performance teams, so getting sales and service on the same page, whether it be let's really go deep in pipeline like I just talked about and really do it and make that happen for 90 days. Maybe it's about differentiation or understand our unique selling process. Maybe it's on client retention. Maybe it's about one of the things that we love to teach, the ultimate marketing strategy, round out, retain and replicate your best clients. But whatever it is to get agencies laser focus and help them walk, walk them through it not only through our training and coaching but also with other agencies that are going through that same process. And I know, I know you're excited. I'm excited to be able to really just take the next step in what we're doing with our, with our members. So anything that you want to add there Roger? As I just, I wanted to Share that to the audience because it's, as you can tell, I'm excited about it.

Well, we're excited because we see the results agencies are getting. It just comes down to, you know, if you're committed to being great. If you start asking yourself the question, can the second half of the year be twice as good as the first half? Absolutely. But it takes work. If it were easy, everybody would be doing it. And at the end of the day, it's the committed leaders, the type of agencies we work with that say, you know what, there is a best version possible of us sitting out there waiting for us to arrive. But I think it was Jim Rohn said, nothing changes. If nothing changes, things have got to change. And I'd rather the word change is negative. I'd rather say, you know what? At the end of the day, what we have to do is improve our behaviors and strategies because when we do that, the results, I used the term earlier, but it's so true. The results are predictable and in fact, guaranteed. That's the bottom line.

Well, Roger, thank you again for taking time with the audience and just sharing your insight. It's always helpful. And again, hopefully as agency leaders, you, if you weren't driving, you took some notes and can, can take this and add value to the agency again, for one last, one last reminder, you can go to sitkins.comscorecard to get your your free download on the scorecard. So with that, again, Roger, thank you for being part of this. Thank you as a leader for being a listener. We appreciate you. If this podcast has added value to you and your agency, certainly love a review or rating on itunes or stitcher, wherever you listen. Always looking to help you and want to keep producing great content for agencies across the country and beyond on. So, Roger, thanks again. And with that, I wish you all the best in your success. Thanks for listening.