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Consulting and training firm, Grimes & Associates Bill Grimes Consulting and training firm, Grimes & Associates After injuries sidelined a promising career in major league baseball, Bill Grimes started his greatest venture – making a difference in how the world sells and serves people. As a partner of the award – winning consulting and training firm, Grimes &Associates, Inc. Bill’s expertise in assessment, selection, and retention is not abstract or theoretical, but practical and hands-on. Bill’s driving passion is to help sales organizations around the world maximize their potential by focusing on two critical areas: 1. Assessment/selection; and 2. training and development. Bill knows the Sales and Service industry inside out. A former insurance agent, Bill has experienced first hand the ups and downs of building a successful business. His genuine personal warmth and entrepreneurial experience keep him in demand as a coach, consultant, trainer, convention speaker, and assessment / selection specialist for many Fortune 500 companies. For over 25 years Bill has collaborated with behavioral psychologists and scientists, George Dudley and Shannon Goodson, and their pioneering research in the field of Call Reluctance®. In addition to writing the world’s definitive textbook on Call Reluctance® (Earning What You’re Worth? The Psychology of Sales Call Reluctance®) Dudley and Goodson are also the developers of SPQ*GOLD®, the one-of-a-kind, behavior based assessment of emotional barriers that keep people in contact-dependent careers from reaching their goals. Bill’s vast experience in this field has earned him a world-wide reputation. For thousands of people, in addition to George Dudley and Shannon Goodson, the name associated with Call Reluctance® and SPQ*GOLD® is “Bill Grimes”. Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List Let’s admit it — the financial services business can be tough. It requires selling products to individuals who really need them but who often are in denial about this fact. That’s why there are two parts to learning how to become a successful professional in the financial services industry: Acquire the education and knowledge to build a successful and ongoing practice while having the confidence to engage prospects and clients in healthy and honest discussions. Develop the sales skills needed to take clients through the process of discovery to recognize their needs and wants and then to take action. Although we might consider some individuals to be natural-born salespeople, the reality is that most of these skills are learned. So how do you learn those skills? Primarily through repetition and failure. Repetition is the mother of all learning; however, learning the necessary skills to be a successful financial services professional can be a very long and challenging process. Wouldn’t it be great if there were a shortcut to gaining those skills? There is! Many have found mentoring to be that shortcut. What a Mentor Is The word “mentor” comes from a Greek character named Mentor. When Odysseus left Ithaca to participate in the siege and capture of Troy, according to Homer’s Odyssey, he entrusted the care of his wife, Penelope, and his infant son, Telemachus, to his great friend, Mentor. In time, Mentor became the advisor and wise teacher of Telemachus as he set off to find his father. A mentor is defined as an influential senior and trusted counselor or teacher, a person who will help guide someone on his or her path toward achieving goals. Mentoring gives us a brain to pick, an ear to listen and, when needed, a push in the right direction. It’s all about transferring the necessary knowledge, skills and expertise that are essential for any organization or practice. Mentoring can be an effective approach to create, organize, capture and distribute knowledge and demonstrate acquired skills. It supports both short- and long-term growth opportunities for both new associates and veterans. Mentoring Shortens the Learning Curve One of the key benefits of mentoring is that it reduces the time required to obtain and successfully execute the required practice-building skills much faster than the old tried-and-failed methods. Mentoring facilitates rapid learning because knowledge transfer is achieved by providing direct access to a range of experts and peers who can share the required skills in an actual working environment. Because 80 percent of this type of learning (knowledge transfer) is informal, mentoring empowers skill acquisition in ways that most training programs can’t. It shortens the learning curve, enhances productivity and helps everyone align their efforts with a successful business strategy. In addition to streamlining the transfer of marketing and selling knowledge, mentoring can fuel succession planning to ensure that clients will continue to be taken care of and that promises are kept once an advisor retires. Supplement Mentoring with Other Training Most mentors will help develop the skill sets necessary for their mentees to become successful. But even the most knowledgeable and skilled mentor doesn’t know everything. Therefore, it is important to supplement the mentoring relationship with additional educational resources and training to ensure that the mentee becomes fully developed in all aspects of his or her role. Early on, a robust and engaging curriculum will need to be provided. In time, pursuing professional designations should be considered. There are many types of financial services practices, from those that focus on protection products such as life insurance, disability and long-term care to those that use the multiline platform to service consumers and help them protect their property to those that serve primarily the investment marketplace. Mentoring can benefit those in all types of agencies, firms and companies. But mentoring is not about the product you offer; rather, it’s a strategy for improving the level of service, sales ability and skill in understanding clients and their situations. Mentoring Tips Based on Best Practices Here are some mentoring best practices: Mentees: Choose your mentor carefully. If having a mentor seems like a good strategic move, then pick someone with a practice you aspire to have. The mentor should be someone you can trust and feel comfortable sharing your beliefs and shortcomings with. Mentors: Be prepared before agreeing to mentor someone. Understand the level of commitment and what would be expected of you. Make sure you have the time, energy, and patience to start a mentoring relationship. Try it out on a trial basis. Many mentorships can be long term, but you could always try the arrangement out on a trial basis. This way, if either the mentor or mentee is uncomfortable or does not see the pairing as a good fit, bad feelings are less likely to exist if the relationship doesn’t continue. Specify both parties’ objectives. In any relationship, an up-front mutual understanding of what will be expected of both parties is very important. Don’t just verbalize these mutual agreements; put them in writing, and have a third party review them for additional input. And be specific. Clarity is essential before starting a mentorship. Clarify specific areas the mentorship will cover, including these details: 1) What both the mentee and mentor want out of the relationship. 2) A general structure for the meetings and conversations. 3) How the mentor and mentee will handle takeaway tasks/next steps/ action items. 4) How often the parties will communicate; the ideal times and days for these communications; and how and where this communication will be accomplished, such as in person, by phone or via video conferencing. 5) A confidentiality agreement. 6) Agreement about how to handle any splits in compensation and production credit. 7) How and when this mutual agreement can be modified or even be canceled Listen and learn. In successful mentorships, both parties will enjoy the benefit of learning, and they will listen to one another. Mentors must be willing to let the mentees speak freely and state whatever is on their minds, whether it is a question or a concern. There must be an open two-way dialogue. Mentors who only talk at their mentees will offer very little value. Be willing to share. The bottom line in a mentoring relationship is about sharing. If either party is not willing to share, then the true benefits of mentoring will be lost. By sharing their career experiences — both the good and the bad, as well as their techniques — mentors will help their mentees gain critical experience and avoid some of the pitfalls that many face. Mentees must be just as open and honest in return. Consider a mentoring relationship with someone outside your company or firm. Not all mentor– mentee relationships are formed with individuals who work for the same agency, firm or company. Sometimes it’s beneficial to see the perspective of someone who works in a different organization. But working with someone inside the same organization can offer additional benefits such as job security and the potential to become a partner or a successor one day. Work to derive mutual benefit. The relationship must offer both parties benefits. Ideally, the two will learn to work smarter and not necessarily harder. As the relationship progresses, it must become more efficient and more flexible. Mentees must understand that they have the primary responsibility for their career success — it is not the mentor’s responsibility. However, the more engaging a mentor is or can become, the easier the transfer of knowledge will be for both. Mentors and mentees: Be open to new ideas. Mentees can gain so much more than just knowledge and habits. A good mentor can have a huge impact on a mentee’s life path. But openness is not just something the mentor needs to have. Reverse mentoring is the process through which the mentee teaches the “old dog” new tricks. For example, a newer advisor could teach a veteran advisor how to navigate social media or how to use and benefit from new software programs and apps. Mentors who are open to listening and evolving their practices can learn valuable strategies from their younger colleagues. If you have not been engaged in using the mentoring concept, maybe the time has come to do so. We all seek increased productivity and the ability to break into new markets more efficiently and in less time. Mentoring may be the answer. Use Hoopis Performance network Videos in Your Advisor Training Consider using our virtual training videos in your company, agency or firm on mentoring relationship series for both financial professionals and the leadership teams. HPN brings you winning training for sales associates, and 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. Mentoring Opportunities and Benefits

Financial Advisor with Northwestern Mutual Financial Network Ian Freeman CLU, ChFC, CASL, AEP Financial Advisor with Northwestern Mutual Financial Network After graduating from Wesleyan University in 1980 with an interdisciplinary major in government, history, economics, and philosophy, Ian became a banker and investment banker before joining Northwestern Mutual in October of 1987. Starting with a $5,000 loan from his uncle, heavy debt, and major anxiety, Ian went nearly 4 months in the business without writing a policy. By the end of that first year, he was the leading first-year agent in the Eastern region. Ian followed that by being the leading second and third-year agent in Eastern region, one of the few representatives ever to lead all three years. In his 29 year career, Ian has written over 3,800 lives and has over $1.3 billion of death benefit in force. As a measure of consistency, 100 lives written in a year is a benchmark, and Ian has done that every year except one (he wrote 98.5 – still a sore spot!) He ranks in the top 40 in career production in the history of Northwestern Mutual, and is a life and qualifying member of the Million Dollar Round Table, consistently qualifying for Court of The Table or Top of the Table honors. Ian is most proud that he is one of only 27 representatives out of 6,500 that have qualified for the Northwestern Forum, the highest measure of production at that company, every year since its inception. Ian holds the Chartered Life Underwriter (CLU), Chartered Financial Consultant (ChFC), Chartered Advisor for Senior Living (CASL), and Accredited Estate Planner (AEP) designations, and is a member of NAIFA and AALU. Ian considers himself to be an old-fashioned, traditional representative working primarily in the personal market. His passion and commitment to his clients are the driving forces in his practice and carry through to his team of three dedicated associates. Ian is considered a “living legend” at Northwestern Mutual not just because of his production but because of how much time he has given back to mentoring agents throughout the country. In his “spare time” Ian has been President of the Financial Representative Association at Northwestern Mutual, the primary link between their field and home office. Less than 80 representatives in the history of the company have held this honor. Ian has served on countless committees and his counsel is often sought by senior management. He regularly gives dynamic main platform presentations throughout the U.S. to help explain the basics of insurance. He is active in several charitable organizations in Connecticut and Florida. Previous Speaker Go back to Speaker Network Next Speaker

Owner/Founder - Playmaker Coaching & Consulting LLC Jennifer Hensley CLU, ChFC Owner/Founder - Playmaker Coaching & Consulting LLC Jennifer leverages 20+ years of marketing and sales experience both in the agency system and Northwestern Mutual's corporate headquarters, as a master business coach, and playing sports to address complex problems with a big-picture understanding. She helps business owners act quickly on opportunities with strategic and creative thinking that delivers results. Jennifer zones in on the most impactful plays to advance the ball and build systems to positively impact the bottom line. Jennifer’s best teammates are her husband, Keith and daughter, Samantha who always push her to play her own game and stay on offense. She believes it’s important to live with intention. This year her word for the year is GO. It’s time to go be great! Previous Speaker Go back to Speaker Network Next Speaker

Course Catalog Go Back to Main Catalog Page Close the Deal: Unleashing the Power of Persuasion Conquering the Fear: Building Referral Confidence Critical Questions, Critical Connections: The Art of Factfinding Prospecting Mastery: The Referral Riches Blueprint The Basics of Networking & Business Development Elevate Your Skills & Mindset Activity Management PRO Closing PRO Factfinding PRO Life Insurance PRO Networking PRO Prospecting PRO Sales Psychology PRO Social Media PRO Social Selling PRO Telephoning PRO HPN Pro Series Perspectives: Closing Perspectives: Factfinding Perspectives: Leadership - Coaching & Accountability Perspectives: Leadership - Diversity & Inclusion Perspectives: Leadership - Recruiting & Selection Perspectives: Leadership - Training & Development Perspectives: Marketing Perspectives: Motivation Perspectives: Practice Management Perspectives: Product Knowledge Perspectives: Prospecting Perspectives: Sales Psychology Perspectives: Telephoning Perspectives: The Power of Diversity in Our Industry Log in now to view this course Role Play Demonstrations for Advisors Intern Learning Path: New Advisor Learning Path: Career-Changer Learning Path: Future Leader Advisor Learning Path: High-Performance Advisor Learning Path: Intern Advisor Learning Path: Investment-Focused Advisor Learning Path: Life Insurance-Focused Advisor Learning Path: New Advisor Learning Path: Reigniting Advisor Learning Path: Relationship-Focused Advisor Learning Path: Tech-Forward Advisor Tailored Learning Paths Learning Paths (beta) Sales Skills Marketing Product Knowledge Practice Management Motivation Classroom Training Coaching Resources Menu Close Try It Free for 14 Days Get full access to the platform—risk-free. No credit card. No commitment. Just results. Start building your advisor bench today. Start Your FREE Trial

President of Hoopis Performance Network Joey Davenport CLU, CLF President of Hoopis Performance Network Joey is President of the Hoopis Performance Network in Chicago. He has over twenty years of experience in the financial services industry as a producer, manager, entrepreneur and international speaker. His organization, the Hoopis Performance Network, was recognized for the 3rd year in a row by Inc. 5000 as one of the fastest growing privately held businesses in the U.S. As a Certified Trainer and Master Coach, he is considered the Executive Producer of Northwestern Mutual’s Enduring Relationships program and the Hoopis University. He is also one of the principal authors and co-producers of the advanced sales training program, Factfinding DNA. Joey is co-author of the #1 best-selling book, “The Power of Coaching: Engaging Excellence in Others.” He is the executive producer of the award-winning Trustworthy Selling sales effectiveness program developed with LIMRA International and the Advanced Planning Channel. His web-based training programs have received top recognition including multiple Digital Media Innovators Awards and the ROI Institute’s Top 10 Case Studies. Joey is Past President of NAIFA Chicago and a graduate of NAIFA’s Leadership in Life Institute. He received the NAIFA Illinois Young Advisors Team Leader of the Year award and the Jack E. Bobo Award for Association Excellence from the NAIFA Federation. Joey lives in Chicago with his wife Lyndy and their 13 year old son William. He enjoys spending time with his family, traveling and playing music in his blues/rock band Hot LZ. Previous Speaker Go back to Speaker Network Next Speaker

Virtual Speaker, Author, Podcaster, ALPACA Farmer Kim Butler Virtual Speaker, Author, Podcaster, ALPACA Farmer Co-Founder of the Prosperity Economics Movement, Kim writes books and shares stories about moving from limits to possibilities, confusion to clarity and scarcity to prosperity in your money and your mind. The Prosperity Economics Movement helps clients and advisors regain financial control by breaking from the norms of typical financial planning and building a Prosperity Mindset. Book, Podcast & Video Subjects: 401K issues 7 Principles of Prosperity Mindset and your money Why savings saves families Family banking and Perpetual Wealth Interest and your future (both costs and gains) Life Insurance as your Emergency/Opportunity fund Previous Speaker Go back to Speaker Network Next Speaker

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

Owner of Pellegrini Team Consulting Gina Pellegrini Owner of Pellegrini Team Consulting Gina Pellegrini is the owner of Pellegrini Team Consulting. A born entrepreneur, Gina helps others do what she has done so successfully — create a niche by providing superior service and value to clients. Consulting with clients across the country, she draws from her own experience as a business owner and a former assistant for a top-producing insurance agent in Chicago. Gina helps business owners become more effective leaders and helps employees become more involved in decisions and goal setting. Gina works with clients to improve office systems, workflow, productivity, communication, and teamwork. She also offers team-building seminars, teleconference training, and hiring consultations. Gina is a nationally known speaker, featured at The Million Dollar Round Table and other conferences. She is the author of The Power of Two, a book on effective agent-assistant teams, and The Personnel Package, a CD and resource guide explaining the how-to’s of hiring staff. Gina’s latest publication is The Appointment Scheduler, a book to help marketing assistants schedule appointments on a consistent basis. Gina has been affiliated with The Strategic Coach Program for over fifteen years and is an Associate Coach. Previous Speaker Go back to Speaker Network Next Speaker

Founder, Thrivos Consulting, LLC 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