Adam Holt CEO and Founder, Asset-Map Speaker Bio Alan Nero Managing Director Octagon’s Baseball Division Speaker Bio Alexis Gladstone Principal, Intelead Speaker Bio Amy Florian Grief & Bereavement Specialist Speaker Bio Ande Frazier Partner at Peachtree Planning of North Georgia Speaker Bio Andrea Bullard Andrea Bullard & Company Speaker Bio Ben Newman Best-Selling Author, International Speaker Speaker Bio Bill Cates Referral Coach Speaker Bio Bill Grimes Consulting and training firm, Grimes & Associates Speaker Bio Brian Doherty Speaker, Author and President of Filtech Speaker Bio Brian Moran CEO, NYT Best Selling Author, Speaker Speaker Bio Dave Sanderson Inspirational Speaker, Bestselling Author Speaker Bio Select by Category All Coaches Leadership Marketing Motivation Practice Management Product Knowledge Sales Skills The HPN Faculty Is Comprised of Individuals Who Have Over 100 Years of Combined Industry Experience. These Hoopis Performance Network experts provide a vast array of knowledge and insights that have been proven from over thirty years of industry-leading experience. Our faculty represent top experts and field practitioners in the industry and each of them specialize in the financial services space. Load More

HPN White Papers Hoopis Performance Network white papers provide a vast array of knowledge and insights that have been proven from over thirty years of industry-leading experience. 10 Tips for Building a Training Culture View Paper 6 Common Challenges E-Learning Can Solve View Paper A Simple Way to Get More Out of Your Training Investment View Paper Benefits of Mobile Apps vs. Websites View Paper Don’t Shortcut the Learning Process View Paper Engaging Advisors with the Essentials of Digital Learning View Paper Facts About Retirement and Medicare View Paper Five Ways to Measure Training Results View Paper Four Levels of a Consumer View Paper Getting Ready for Retirement View Paper How Mobile Apps Improve Productivity View Paper How a Strong Firm Culture Builds a Strong Firm View Paper Select by Category All Whitepapers Advisor Development Financial Wellness Leadership Development Learning & Development Load More

For more than a decade, Hoopis Performance Network has been providing virtual sales and leadership development learning solutions designed to increase productivity and retention. Transforming Leadership within Organizations Unlock the Full Potential of Your Workforce Learn More HPN & LIMRA Earn Recognition from Selling Power for 6th Consecutive Year Learn More Transforming Leadership within Organization Unlock the Full Potential of Your Workforce Learn More HPN & LIMRA Earn Recognition from Selling Power for 6th Consecutive Year Learn More Digital Learning & Development Solutions for a New World! For more than a decade, Hoopis Performance Network and FSEdNet have been providing virtual sales and leadership development learning solutions designed to increase productivity and retention. Clients in over twenty-five countries throughout the world leverage us to help them keep pace with the ever-evolving challenges of learning and development in the new normal we are all experiencing. Our digital resources are designed to be scalable and customizable depending on your organization’s virtual learning and development needs. Get Your Solution Why Choose HPN Dave Porter Baystate Financial Services “I am the biggest fan of Hoopis Performance Network. It is spot-on as it relates to training, timeliness of updates, powerful presenters, and true take-away value. You cannot beat it for the price and, more importantly, the quality.” Michelle Hubert Farm Bureau Financial Services “Utilizing Hoopis Performance Network to enhance Agent development has been life-changing for our leadership team and for our Agency!! Partnering with HPN is definitely one of the best investments in my Agency I’ve made – I would highly recommend this resource to any sized Agency!” Ryan Harklau Vice President Agencies & Development "Our partnership with HPN focused on Culture, Excellence, and Leadership Integrity. The results of this program have led to great success for our leadership team. HPN has delivered a program that has become the foundation of our current leadership development as well as our future programs." Bill Pienias Fin Fit Financial “We’ve worked with HPN to develop field-tested systems for training, accountability and leadership development. They have provided valuable perspective and resources that are positively shaping our performance at all levels in our company.” Leadership Tools Building Your Bench / Agency Leader Training / Recruiting & Selection Learn More Sales Effectiveness Sales Effectiveness Program with Proven Results Learn More Digital Learning Digital Learning & Development Solutions for a New World Learn More HPN News Blog

Move confidently into targeted marketplaces and advanced-sale opportunities — with a curriculum that turns complex planning concepts into plain language you can explain to any client. Transform Your Tomorrows Move confidently into targeted marketplaces and advanced-sales opportunities with a curriculum that turns complex planning concepts into plain language you can explain to any client. Transform Your Tomorrows Move confidently into targeted marketplaces and advanced-sales opportunities with a curriculum that turns complex planning concepts into plain language you can explain to any client. 160+ On-demand sessions 21 Advanced-market series Any Device Anytime access Build a successful practice by mastering the markets that matter most. No one can target everyone. This discipline helps you focus your time and brand on well-defined, higher-value marketplaces, giving you the language to educate clients through the life events they'll actually face. Why it works for your practice What you gain Insight into the life events and situations facing today's prospects and clients. Solutions, strategies and concepts explained in layman's language. Confidence to approach, work with and recognize opportunities in new markets. A dynamic library that's constantly updated as laws and markets change. How it's delivered The format Bite-sized yet comprehensive sessions that fit any schedule. Easy to use, easy to understand and accessible on demand. Start, Stop & Continue activities that turn learning into action. Worksheets that feed directly into your marketing and business plan. What Happens When Someone Dies Introduction to estate conservation Reducing settlement costs & avoiding probate Introduction to wills and trusts When a loved one dies — the full timeline Managing an inheritance Working with Business Owners Understanding small-business owners The small-business marketplace Life insurance in the business market Reading financial statements, parts one & two Different Business Structures Sole proprietorships & partnerships C corps, S corps and taxation LLCs and professional service corporations Managing Business Risks Buy–sell arrangements & funding Key person coverage Business disability coverage Estate planning for business owners Estate Tax Planning How property passes at death Estate tax limits & trusts in estate planning Dynasty trusts & generation-skipping tax Charitable giving & annual gifts Executive Benefit Plans Non-qualified retirement plans Executive bonus & split-dollar plans Deferred compensation Choosing qualified vs. non-qualified Social Security What if You Keep Working While Receiving Benefits? Divorced Spousal Benefits FICA Women and Social Security Benefits Medicare Overview of Medigap Insurance Medicare Advantage Plan or Medigap Coverage Medicare is only a Band-Aid Comparison of Medicare Choices for Medicare Coverage Advanced Markets & Planning - Discipline Preview And More... Download the Full Course Curriculum Guide Course Curriculum See it in action A sample of our on-demand video sessions Every concept is delivered in a short, engaging module — the same bite-sized format used across the full 120-session library. Overview of Key Person Coverage Understanding "C" Corps Avoiding Generation-Skipping Tax with Dynasty Trusts Overview of the Secure Act 2.0 Overview of Deferred Compensation Plans BBB Part 4: Charitable Giving, Estate Tax and Tax Brackets Choosing to Receive Retirement Benefits at FRA Medicare or Medicaid Why it works for your practice Designed for producers ready to move into advanced markets Business-market advisors Estate & retirement planners Agency & advisor field staff New & developing advisors Experienced producers Small practices & solo advisors Advanced-sales specialists Ready to move into a new advanced market? With the Fundamentals of Advanced Markets & Planning available anytime, anywhere, and on any device, moving into a new market has never been easier. Contact Us

National Authority on Sales Success and Peak Performance George Ludwig National Authority on Sales Success and Peak Performance George Ludwig is a national authority on sales success and peak performance. He has more than 25 years of sales, sales management, sales training and seminar presentation experience. He began his career by reading hundreds of books and success models on the art of selling. From this, he distilled simple, step-by-step tools and technologies teaching thousands of true achievers how to satisfy their appetite for winning in business and in life. George field-tested it all, founding and running a successful real estate holding company. Later, working for the world’s largest medical supply manufacturer, Johnson & Johnson, he enjoyed a meteoric rise to executive management and sales superstardom. George is the author of two books: WISE MOVES: 60 Quick Tips to Improve Your Position in Life & Business (CRL Publishing Group – 2003) and POWER SELLING: Seven Strategies for Cracking the Sales Code (Dearborn Trade Publishing – July 2004). Having gained a reputation as a thought leader in his industry, he is frequently interviewed for trade publications and newspapers. Currently the President and CEO of GLU Consulting, he works with clients like Johnson & Johnson, Sprint, Bank One, Mazda North America, Southwest Airlines, Northwestern Mutual, Coldwell Banker, and Century 21. Previous Speaker Go back to Speaker Network Next Speaker

Speaker, Consultant and Bestselling Author Jon Gordon Speaker, Consultant and Bestselling Author Jon Gordon is a speaker, consultant, and author of the international bestseller The Energy Bus: 10 Rules to Fuel Your Life, Work and Team with Positive Energy, The No Complaining Rule: Positive Ways to Deal with Negativity at Work, and Training Camp: What the Best do Better than Everyone Else. Jon’s latest book, The Shark and The Goldfish: Positive Ways to Thrive During Waves of Change, is now available. The message in Jon’s books and speaking presentations is such that NFL coaches such as Jack Del Rio, Mike Smith, the PGA Tour and the FBI have called on Jon to inspire and benefit their teams. Jon and his books have been featured on CNN, NBC’s Today Show and in Forbes, Fast Company, O Magazine, The Wall Street Journal and The New York Times. Clients such as The Atlanta Falcons, Campbell Soup, Northwestern Mutual, Publix Super Markets and JP Morgan Chase also call on Jon to bring out the best in their leaders and teams. Jon is a graduate of Cornell University and holds a masters in teaching from Emory University. When he’s not speaking to businesses or schools, you can find him playing lacrosse or basketball with his wife and two “high energy” children. Previous Speaker Go back to Speaker Network Next Speaker

Next Item Previous Item Go back to White Papers List Most people have at least one person in their past who inspired them to greatness they’d never imagined. A grade-school music teacher who saw a savant when teaching Beginner Recorder. A coach who spotted a potential future pro in the kid who showed up early and stayed late for every practice. A college professor who pulled the gifted math student aside to challenge her chess skills. What all these scenarios have in common is an influential leader who inspired someone to do more than they’d ever dreamed they could. A successful sales manager is that kind of leader. So let me ask you this: Are you a successful sales manager, or do you aspire to be? With this white paper, I want to inspire you to be the best sales manager possible. I want to challenge you to become the kind of leader who inspires a sales force to great success. First, let’s define the role of the sales manager. There are differing opinions on this topic. I’m often asked if a sales manager can also be a sales rep. While there are many examples of sales managers successfully carrying out the dual role of sales rep, for purposes of this paper, we are going to focus on dedicated sales managers with no direct sales responsibilities. A Forbes article a few years back went so far as to say that successful sales reps often make lousy sales managers. I concur. This is because I believe the No. 1 role of a successful sales manager is to focus on the sales team, not on the customer. Successful Sales Managers Are Strong Leaders If you have thought your most successful sales rep might make a good sales manager — or that your stellar sales record qualifies you for management — think again. The greatest numbers-driven, customer-centric, goal-busting sales rep isn’t necessarily a good leader. And when it comes to sales management, good leadership is a non-negotiable requirement. Some people have a natural gift for leadership. Others can learn it. Like every other skill, leadership requires practice. Being a great manager doesn’t make you a great leader. Leadership is a skill unto itself. It must be studied and practiced. The internet offers all kinds of opinions on the characteristics and habits of good leaders. When I’m working with sales managers (or aspiring sales managers), I look for the following 10 characteristics: Vision — Successful sales managers are always looking ahead and around. They’re paying attention to the organization and the competition, thinking about constantly growing and improving, and fully open to healthy change. Strategy — They have analytical interests and abilities. They know how to use data to find flaws and how to fan the flames of success. They seek out problems early and focus on solutions. Humility — They are never haughty, always open to constructive criticism, and readily accessible and honest. Honor — They act with integrity, dignity and honor. Their reputation is above repute. They tell the truth while being kind and respectful. Focus — They are not easily distracted by the latest and greatest trend or the shiny new idea floating around. They plan patiently and execute with discipline. Boldness — They are brave and willing to take action, even if that action may make them unpopular. Attractiveness — I’m not talking about being good-looking, though that is never a negative. I’m talking about the kind of person other people admire and seek to be like. Their dress, posture, gait, communication style, reputation and relationships represent the ideal, and in doing so, motivates others to improve themselves. Accessibility — They are clear in their message and open to dialogue. Their team can access them by appointment or “open door” and know they will be heard. Clients know how to reach them, and know they can if a relationship with a sales professional goes sideways. Company leaders also know they can access them when needed. Organization — They prepare agendas before every meeting. They set goals and create a plan to achieve them. Their desk, car, clothes and life are tidy. Positive attitude — Successful sales managers have positive attitudes. They practice good habits, including self-care, and they approach even the worst problems with a positive outlook. They inspire others to be positive as well. Successful Sales Managers Nurture Their Teams What is the responsibility of a sales manager? Is it to drive numbers? Ensure customer satisfaction or retention? Hire and fire a sales team? Report to the home office? Yes, a sales manager is responsible for all those things, but there’s another, less easily defined, responsibility of a sales manager: to nurture—to further the development of, or foster, others. While it’s critical to hire wisely, fire when needed, keep an eye on customer relations and achieve or exceed revenue goals, it’s equally critical to nurture the sales force. You can nurture the growth of your team members by recognizing when they are bored, leading them to grow professionally, working with them to set and achieve goals, and asking for their input on decisions, when appropriate . Nurturing others involves many responsibilities: Communication — Clearly communicating with your team means conveying your message clearly, ensuring understanding and listening to feedback. The proverbial open-door policy is a hallmark of any strong manager. This is not to say that a sales manager’s office should be a safe haven for complainers and trouble-makers. It shouldn’t. But it should be a place where members of the team can speak with you, ask questions, seek guidance, get your help in solving problems and receive mentoring that brings out their best selves. Team building — Hiring and firing strategically is an important role of a sales manager. I’m not sure who first said, “Hire slowly and fire quickly,” but that person was right. Poor performers — or worse, those with poor attitudes — are a cancer to an organization. For one, their lackluster performance requires more of the manager’s attention. For another, their weak numbers can have a negative impact on the overall sales force, dragging everyone’s numbers down. Most damaging of all are the underachievers who make excuses for their performance or actively engage in a negative whisper campaign among colleagues. A successful sales manager invests the time in strategic networking to attract, engage, interview, research and negotiate with top sales professionals. If you haven’t seen my blog on using LinkedIn for recruiting. Other social networks, both online and in-person, are outstanding resources as well. Effective recruiting of top performers means the sales manager needs to be known everywhere those top performers are active, whether that’s around town, throughout the country or all over the world. Managing the business — Sales management isn’t about numbers alone, though that’s an important component. It’s about managing the entire business. That includes forecasting and measuring results; setting goals; establishing quotas; defining territories; communicating with organizational leaders and customers; coaching employees; designing and overseeing training, technique, messages and public relations; and of course, the functions discussed earlier. When you consider the time and attention all that requires, it becomes increasingly clear why trying to wear the dual hats of sales manager and sales rep doesn’t make much sense. Would you think of raising a child without interacting with her? Could you maintain a strong marriage without listening to your spouse or spending quality time together? Could you keep a long-lasting friendship without listening to your friend in good times and bad? Of course not. Successful sales managers actively nurture their sales teams. They spend time with the team, both collectively and individually. They care what’s going on in their sales reps’ lives and customer relationships. They are sensitive to the dreams, desires, likes and dislikes of their sales force. Let me try to make this point with two real-world examples. Sales Manager Amy loves golf. She golfed in college and was captain of her team. She belongs to a popular country club and has created a strong social network there. She speaks about golf and leadership at local businesses, clubs and schools. Many of the professionals on her sales team love to golf. All but Tyler. Tyler does not know how to golf and doesn’t particularly enjoy it. Tyler is a high-octane kind of athlete. He climbs rocks, kayaks in rapids and takes a HIIT class every morning before work. His sales performance is good, he meets and exceeds goals, and his customers like him. There’s just one problem: Amy is accessible when she’s in the office, but she spends a lot of time on the golf course. If Tyler wants one-on-one time with Amy, he knows he can have it with her over 18 holes but probably not over lunch, and certainly not on the rocks or in the rapids. The rest of the team doesn’t mind that Amy is consumed by golf. After all, they like golf. But Tyler considers Amy’s approach to be untenable and insensitive. For that reason, Tyler probably won’t stick around long if Amy remains his sales manager. Her lack of nurturing or consideration for his interests (and disinterest in golf) is probably going to cost her a top-performing sales rep. Only time will tell, but my money says Tyler will be looking for a new sales job soon. David is another sales manager with a looming problem on his hands: he does not like to be interrupted. That is understandable under many circumstances, but in his case, it’s a bit extreme. He works with his door closed, holds meetings with everyone standing up (to discourage lingering and idle chatter, he says) and to ensure that there are no unplanned interruptions to his day. David gets a lot of work done and impresses higher-ups with detailed reports, always submitted early. He keeps a busy schedule of community networking and has amassed an impressive social media following. What David doesn’t know is how this makes his sales team feel. They feel alienated, unheard and undervalued. So while David might be plowing through reports without interruption, more than a few people on his sales team are looking online for a more nurturing place to work. Successful Sales Managers Inspire the Best from the Sales Team The fact is, the most successful sales managers are those who bring out the best in their sales teams — the best production, the best morale, the best reputation in the community and the best overall retention. If you’re a sales manager, one way to know how you’re doing is to measure yourself in those areas. If you’re falling short of projections, finding yourself in conflict with more than one sales associate (or finding conflict among sales associates in general), having trouble attracting top talent to your team or losing new hires, you might need to take a hard look at where you can improve. Remember, your key performance indicators (KPIs) are about your team’s performance and your management performance. KPIs can vary from one organization to another. For example, if you’re managing a global sales operation, your KPIs will be different from those of a strictly local sales organization. In general, I recommend taking a good, hard and honest look at your performance in these five core areas: Activity — This includes prospecting, appointments, presentations, promotions, time to close and new closes. You know the types of activity you need from your sales force to get the numbers you want. How well your team is doing in these areas tells you how well you’re managing your team. Team morale — How’s everyone getting along? Are those on your team friendly to one another, generally upbeat and supportive? Or are they bringing petty problems to you, complaining about a colleague or undermining one another’s client relationships? Employee attrition — This can be directly tied to morale, but it can also be tied to your hiring decisions. If you’re experiencing too much employee churn, you need to find out why. It can be the result of a flawed hiring process. Client attrition — Every sales manager knows how expensive it is to acquire a new client. Losing a client is even more expensive. Are your sales professionals attracting your ideal clients or swinging for the low-hanging fruit? A lost client is bad for business. Too many lost clients can indicate poor sales management. Growth — Are most or all of your sales professionals growing their business, quarter over quarter and year over year? Are they improving their ratios? Are they taking the time to continue their education and training, such as pursuing industry designations? Are they participating in team and organizational events, growing their social media following, and attending and perhaps leading social and business networking events? If your people aren’t growing, you need to find out what you can do differently to help them grow. Successful Sales Managers Resist the Urge to Micromanage Because sales managers’ compensation is tied to how many sales their teams make, they are highly motivated to ensure that their salespeople produce at high levels. That’s great, but it often leads to a scenario where they micromanage the sales team, hanging over their shoulders and constantly asking for updates. This is especially common with former top-producing salespeople. They want to feel like they’re in control of every situation, especially when it comes to their own salaries. But most salespeople are self-motivated and don’t respond well to this type of oversight. Their performance will probably suffer if they are micromanaged. This can lead to a vicious cycle where the sales manager becomes more and more frantic as the team fails to meet quotas. Sales management is a balancing act between providing guidance and direction without taking personal involvement to extremes. People tend to work best when they are provided with their marching orders but then are left to execute their jobs on their own. Achieving Next-Level Sales Management Success Not everyone is cut out for sales management, just as not everyone is cut out for sales. And being a stellar sales rep certainly doesn’t guarantee you’ll be a successful sales manager. Successful sales managers are strong leaders. They’re inspirational, they’re focused on their team and they’re focused on the business. If you’re a sales manager or looking to make the leap to sales management, your secret to achieving sales management success comes down to you. Can you lead your team to becoming its best, individually and collectively? Are you committed to ongoing education and training, open-door communication, leaderly oversight, faithful mentoring, maintaining a pristine reputation and diligently tracking metrics? If your answers to those questions are yes, then you just might have what it takes to achieve next-level sales management success. Helping sales managers and sales teams achieve next-level success is what we do best at Hoopis Performance Network. If you think we can help you step into a sales management role or step up your sales management results, give us a call or contact us here to schedule a free consultation. We’ll do everything we can to help you reach next-level sales management success. Leading Your Team to Success: Secrets to Next-Level Sales Management

Course Catalog Go Back to Main Catalog Page Client Appreciation Events Client Segmentation: Identifying Growth Opportunities in Your Book of Business Cross-Selling Marketing 101 - Client Segmentation Cross-Selling Marketing 201 - Cross-Selling Clients Cross-Selling Marketing 301 Leveraging Resources to Build an Exciting Client Experience Newest Cross Selling Videos Cross-Selling Log in now to view this course Perspectives: Marketing Social Media 101 Social Media 201 Social Media 301 Social Selling PRO Social Media Client Appreciation Events Is Your Target Market Really Your Target Market? Marketing to the Affluent 101 Marketing to the Affluent 201 Marketing to the Affluent 301 Newest Target Marketing Videos Target Marketing 101 Target Marketing 201 Target Marketing 301 Understanding The NIL Opportunity Working in the Medical Market Target Marketing 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

Speaker, Author, Coach, Boxer, Knock Out Networker Michael Goldberg CSP Speaker, Author, Coach, Boxer, Knock Out Networker Michael Goldberg has helped thousands of financial advisors, brokers, and agents generate hundreds of thousands of dollars using his Knock-Out Networking system. Michael’s firm Knock Out Networking has been recognized as a speaking and training resource in the insurance and financial services industry for over 20 years. Michael launched THE Networking Group in 2014, a national networking organization with over 60 Members across the U.S. and Canada. Michael speaks at conferences and associations, runs sales meetings, and delivers “results driven” programs on networking, referral marketing, and recruiting. Clients include Morgan Stanley, Merrill Lynch, UBS, Oppenheimer, Mass Mutual, Chubb Insurance, Mutual of Omaha, and Aflac. Michael writes regular columns for various industry publications and has been referenced in the Harvard Business Review and Fast Company magazine. His blog 3-Minute Rounds has thousands of subscribers worldwide. Michael is a two-time TEDx Speaker and has spoken at major conferences in the financial services industry including the Million Dollar Round Table (MDRT). His book Knock Out Networking for Financial Advisors is considered a “go to” for new advisors, top producers, and field leaders in the industry. Michael is a Certified Speaking Professional (CSP), an earned designation awarded by the National Speakers Association and the International Federation for Professional Speakers to recognize demonstrated commitment and success in the speaking profession. Fewer than 5 percent of the thousands of speaking professionals worldwide hold this designation. Michael has been an award-winning adjunct professor teaching public speaking at Rutgers University since 2004 and frequently volunteers as a speaker at organizations focused on career search. Previous Speaker Go back to Speaker Network Next Speaker

President of Disability Resource Group, Inc. John Nichols MSM, CLU President of Disability Resource Group, Inc. John F. Nichols, MSM, CLU is a nationally recognized disability benefits consultant, the creator of disability products and administration systems and an expert witness in disability proceedings. Nichols serves as president of Disability Resource Group, Inc., a national insurance agency that he founded in 1999. John Nichols joined the National Association of Insurance & Financial Advisors in 1985 and was elected NAIFA Secretary in 2011. He was the 124th National President for the year 2013-2014. In 2007, NAIFA Chicago Region recognized John with their Leadership in Life Award. He is in the top 20 of lifetime contributors for NAIFA’s IFAPAC. He is a frequent speaker at an array of national meetings, including MDRT Main Platform 2012, a session speaker in 2004, 2010 and 2015, NAIFA National, and over 500 state and local NAIFA programs. He obtained his CLU designation in 2003 and graduated with his Masters in Science Management with an emphasis in Leadership in 2011 from The American College. John is a member of the President’s Circle contributor level at the American College. As a life and qualifying MDRT member, John has two Court of the Table and ten Top of the Table qualifications. Additionally, he is an Excalibur knight level contributor and Legion of Honor member to the MDRT Foundation. In 1993, John had a near-death experience from a water skiing accident that left him paralyzed from the neck down to his toes. Through six years of rehabilitation, he reached a level of recovery that less than 1 percent of all spinal cord injury patients attain. John, who in 2010 and 2012 was LIFE’s industry spokesperson for Disability Insurance Awareness Month, has chronicled his story in his first book for the financial advisor world, Income Protection, The Conversation. His second book released in 2014 entitled, Passion, Purpose, Protection, The Ability of Disability Insurance is to help the consumer understand the value of protecting their ability to earn an income. In 2012, John received the Richard M. Daley and Maggie Daley “Golden Shoe” Award for being the #1 Bank of America Chicago Marathon fundraisers for non-for-profits. John spends time in Chicago, IL and Lyons, CO and loves to travel, hike and train for marathons. Previous Speaker Go back to Speaker Network Next Speaker