Kicking Off a Good Team

7 Management Lessons Insurance Agencies Can Learn from the Football Field

Whether he’s leading football players or insurance agents, Bill Redell knows how to make his teams perform their best. He has more than a decade of experience at both jobs — as the former chief operating officer for insurance brokerage Bolton & Co., and as one of the top high school football coaches in the nation.

“Whether you’re coaching a team and hiring a coaching staff, or putting together a management team to run a business, [you use] the same philosophy,” Redell said. “You need to have really good people, put them in good positions and let them do their jobs. You keep track of them, but don’t micromanage them. Then, your job as the COO or coach is relatively easy.”

Redell considers himself to be a coach at heart. He landed in the insurance business during his off-seasons — but nevertheless excelled in managing insurance operations. Following are tips Redell learned from the gridiron that can be applied to insurance.

1. A good team starts with good administration at the top.

“Ownership has to be willing to put confidence and trust in a good operating officer or coach,” Redell said. For example, Bill Parcells said he took his job as executive vice president of football operations for the Miami Dolphins in part because of owner Wayne Huizenga’s hands-off approach. Then, Parcell’s good leadership at the Miami Dolphins trickled down to the rest of the coaching staff to help turn the team around. Hired by Parcells, Tony Sparano became the Miami Dolphins’ head coach after a 2007 season that saw the Dolphins earn a 1-15 record. By 2008, Sparano’s first year, the Dolphins were 11-6 and reached the playoffs for the first time in seven years.

The same idea applies to running an insurance brokerage. At Bolton & Co., Redell said he was successful because owners Bill and Jim entrusted him to do his job in running the firm’s operations. Brothers Bill and Jim Bolton credit Redell as being a “key factor” in the company’s growth during his tenure.

2. Pick really good people — and put them in the right positions.

In 1998, Kurt Warner was just the backup quarterback for the St. Louis Rams. But he just needed the right opportunity to shine. When the starting quarterback was injured, Warner assumed the role, and had one of the top seasons for a quarterback in NFL history.

Today, Warner continues to show his leadership. On Jan. 18, 2009, he helped his current team, the Arizona Cardinals, defeat the Philadelphia Eagles, leading the Cardinals to their first Super Bowl appearance in history.

When Redell took the helm as COO of Bolton & Co., the company was growing rapidly, and Bill and Jim Bolton said they were hiring people quickly to handle the increasing workload. “We grew rapidly and hired bodies and it was a little bit out of control,” Jim admitted. “Bill [Redell] came in and put people in the right leadership positions, and hired the right people rather than just hiring bodies. That refined the company.”

3. Ensure every employee fits the team.

Even if you have an outstanding player, he may not be right for the team. Employees should mesh with your organization and “tow the team’s philosophy,” Redell said. A skilled player who isn’t happy can create morale problems. If an employee creates dissension, consider moving that person to another position, or suggest he find a team that is a better fit, he said.

For instance, former Dallas Cowboys cornerback Adam “Pacman” Jones was let go after his personal conduct and legal troubles distracted from the team. On the other hand, Brett Favre is known for his leadership and humility. When he was set to earn records, he said the team’s achievements were more important than personal accomplishments.

Bill Bolton recalled when the company’s largest producer was terminated. “It was a difficult pill to swallow for a few minutes, but we realized he just wasn’t [the right] fit economically and health-wise in the long-run for the company. The major point Bill [Redell] taught us was that the best player could still be holding your team up if his morale problems are a weak link.”

4. Know what motivates employees.

Some people are motivated by a winning record. Others are motivated by money. Others are motivated by the team camaraderie. Wide receiver Randy Moss never quite fit with the Oakland Raiders. But once he was traded to the New England Patriots, he helped lead the team to the Superbowl with an undefeated regular season.

Bolton recalled when one employee wasn’t working out as a producer. After consulting with that employee, Redell realized he was better suited working for an insurance carrier. “We got him a job at an insurance company and he moved into the executive ranks. We were proud that we helped him find a better position, and we have a friend for life.”

5. Recognize when it’s time to retire, and have a succession plan in place.

Indianapolis Colts’ coach Tony Dungy recently retired at age 53. However, at least a year before his retirement, the team designated Jim Caldwell, the associate head coach, as Dungy’s replacement. Caldwell is familiar with Dungy’s coaching style, ensuring the transition will be smooth. He worked with Dungy as the quarterback coach for Tampa Bay and followed him to the Colts.

Bill and Jim Bolton said they follow the rule of 55. “When you reach age 55, you tend to start slowing down and your mind starts wandering into retirement and other directions,” Bill explained. At age 68 or 70, “the mind isn’t mentally keen enough to compete with those in the workforce that are 38 or 40.”

As Bill and Jim started thinking about retiring, Redell had identified candidates that could potentially help take over as CEO. One candidate, Steve Brockmeyer, expressed his desire for the job. Redell told Brockmeyer to assume the position — to let him see what he would do if awarded the title. Brockmeyer’s skills were tested, and he eventually was named president and CEO.

6. Know when to call in the experts.

Sometimes it takes a test or two to figure out where a player will best fit on a team. In the NFL, the Scouting Combine Tests are considered a “job fair,” in which prospective players are put through drills in front of coaches, general managers and scouts who look for players that fit their teams.

Bolton & Co. uses an industrial psychologist to determine whether a potential employee will make a better producer versus a CSR. “If you hire who you think will be a good producer and put him out in the field, but then realize he has trouble closing the sale, then it can be a long time before you realize how bad that hiring mistake can be,” Bill Bolton said. By turning to the experts, Bolton said, about 80 percent of the time his company avoids investing salary and training on the wrong person.

7. Rewarding players pays off with loyalty.

With the free agency system in football, players frequently move from team to team. This is true even in high school and college, Redell said, noting students change schools to play with a winning team. But if you take care of employees, pay and treat them well, and help them succeed, it builds loyalty, he said.

University of Florida quarterback Tim Tebow was the first sophomore to win the Heisman trophy. During the past season, his junior year, he led the Gators to a national championship. With both accomplishments under his belt, he could have deserted his team for the greener pastures of the NFL. But he showed his loyalty to the Gators when he decided not to make himself eligible for the NFL draft, and instead announced he would return to play out his senior year.

Some younger employees today get the idea that they have to move around in order to move up, Jim said, and insurance companies often lose people that way. Bolton & Co. executives work on showing employees that they can build a career at their company.

“When you create a fantastic working environment that’s a fun place to work and people see that they can be successful, that builds loyalty to an organization,” Redell said.

“That’s what we had at Bolton & Co., and what we still have,” Bill Bolton added.

Topics Talent