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

Course Catalog Go Back to Main Catalog Page Accountability and Difficult Conversations Performance Indicators and the GAP Analysis Conversation Setting Expectations to Drive Behavior Accountability Coaching Best Practices How to Conduct a Coaching Conversation Tactical Strategies for Coaching Advisors Three Levels of Training Interaction - Coaching & Consulting Phase Understanding Mentoring - Intermediate Development - Coaching Developing Training - General Helping Your Advisors with Goal Setting Planning and Debriefing Sales Appointments Three Levels of Training Interaction: The COP Phase Training Your Advisors on Marketing Why Advisors Typically Fail Development-Training Creating and Delivering Your Value Proposition Developing Leaders: Keys to Effective Leadership The Leadership Mindset and Insights Time Management Concepts and Techniques Leader Philosophy Compensation and Benefits Cultivating Potential Recruits Over Time Developing an Ideal Candidate Profile Developing Your Message to Attract Top Performers Diversity Recruiting Generating Advisor Referrals and Developing Centers of Influence Recruiting and Selecting College Graduates Understanding Sourcing for Potential Recruits Recruiting - Finding Approaches to Increase Productivity Understanding Joint Work Best Practices Understanding Onboarding and Momentum Building for New Advisors Recruiting - Momentum Building How to Conduct an Initial Recruiting Interview How to Determine When Someone Is Not a Fit Selecting Top Performers Utilizing Reverse Selling in Selection Recruiting - Selection EDGE: The Leader's Journey EDGE: Developing Leaders EDGE: Emerging Leaders EDGE: Excelling Leaders EDGE: Growing Leaders EDGE: Tools and 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

Next Item Previous Item Go back to White Papers List Although it’s important to measure the effectiveness of training, many organizations don’t take the initiative to see whether they have brought any positive impact to the organization. According to a study carried out by the Association for Talent Development, or ATD (formerly the American Society of Training & Development, or ASTD), only 3 percent of respondents measure the impact of the training on their businesses. Whether you use classroom training, e-learning or a combination of both, measuring results will enable you to determine how effective the training was. A Four-Level Training Evaluation Model Here are five methods to measure the results of any training. The first four levels were developed by Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president of ATD (formerly ASTD). He first published his Four-Level Training Evaluation Model in 1959, in the US Training and Development Journal. He updated the model in 1975 and again in 1994, when he published his best-known work, Evaluating Training Programs. Level 1: Reaction Through an analysis of participants’ reactions to the training, you can determine the level of satisfaction they derived and the relevance of the materials used. In this level, the focus is not on learning but on the degree of learners’ satisfaction and their extent of appreciation for a given training session. Some surveys that assess learners’ feelings show that the choice of an e-learning training program was driven by flexibility and convenience. For this reason, e-learning can be a very effective method of training, especially for people who travel a lot and have no time for classroom training. Research and analysis also have shown that many online learners get effective support from their instructors. This makes the whole process enjoyable and fruitful. Level 2: Learning Learning involves the provision of techniques, facts and principles that are key to providing information to trainees. In measuring learning, the focus is on establishing the degree of skills, attitudes and knowledge trainees have received during a training session. Unlike in reaction surveys, assessing the degree of a participant’s knowledge requires rigorous procedures. Some organizations measure learning in this stage, while others use pre-tests and post-tests to evaluate and track trainees’ results from a training session. Evaluating learning through pre-tests and post-tests has proved a suitable method to gauge the level of learning participants have achieved from any training session. For example, a study carried out by California State University, Northridge, showed that participants who underwent e-learning performed 20 percent better than traditional learners. Another study discovered that e-learners scored higher grades than traditional learners. Level 3: Behavior The behavior of any e-learning participant will likely improve. But it is always impossible to predict how any trainee is going to transfer the knowledge gained during the training session to the actual workplace. Most e-learning training focuses on changing on-the-job behavior, even though at times it is hard to measure such change using test scores or analyzing trainees’ feelings. However, there is some level of connection between hoped-for consequences and behavioral change. The challenges that affect an organization’s measure of the effectiveness of a certain training session have led to the need for organizations to measure their results as opposed to evaluating trainees through pre-tests and post-tests. Such preference can be attributed to the fact that all business results have a significant effect on the level of clients’ or customers’ satisfaction. Thus, business results that do not have any effect on clients are considered bad, while those that increase the level of customer satisfaction are considered good. Level 4: Results In level 4, the focus is on evaluating efforts and processes. Performance results are important because they act as pointers to the level of client satisfaction. Training generally aims to achieve a lower rate of employee turnover, decreased absenteeism, increased productivity, higher quality and reduced costs. Despite having such goals, addressing the complexity of the evaluation process remains a challenge for most organizations. Some organizations measure the efficacy of e-learning results by analyzing the volume of sales. An Important Quantitative Measure A fifth way to measure your training program, not included in Kirkpatrick’s list, is quantitative — assess the return on investment. Compare the cost of the training with returns from sales to evaluate the monetary value your organization gains — after carrying out the training. Using these qualitative and quantitative measures of your training program’s value will guide your decisions about future training and its delivery method. Measuring training results will keep you from wasting time, money and effort on training that isn’t moving your company or firm forward. Finally, LIMRA reports that millennials and women recruits use organizations’ technology capabilities and their education and learning resources to help determine which firm to join and remain with. E-learning not only can provide the flexibility they seek for a balanced lifestyle; it also can deliver quick and easily available content on any specific topic on demand, when the need arises. An Effective Training Platform for Managers and Advisors An effective resource for training financial advisors is Hoopis Performance Network, which features online, on demand, total video-based training built on four Disciplines of Success with access to more than 400 sessions. The coursework can be either self-study or facilitator-led, and it complements any firm, agency or company training programs and marketing selling systems. Your advisors can access the video training anytime, anywhere, on their computers, smartphones or tablets. It’s a cost-effective, time efficient way to increase productivity, thus retention. An effective resource for training new or experienced sales leaders is HPN, an innovative virtual platform designed for financial leaders who are building a region, an agency or firm, a sales unit or a sales team. You can get access to hundreds of high-impact sessions for all levels of experience, divided into five distinct elements of success. These sessions are short and easily digestible, averaging less than 10 minutes. Your managers, wholesalers and leadership teams can access the video training anytime, anywhere, on their computers, smartphones or tablets. Five Ways to Measure Training Results

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