aanchorsnchors · managers, directors, and so forth. there is no limit to where they can go or what...
TRANSCRIPT
www.l ibnat.com
TORCHMagazine
T h e N e w s a n d I d e a s M a g a z i n e f o r t h e A g e n t s o f L i b e r t y N a t i o n a l L i f e I n s u r a n c e C o m p a n y
FEBRUARY 2008
• • SALES SERIES SALES SERIES ACCOUNT MAINTENANCE: ACCOUNT MAINTENANCE: IT’S THE FINAL STEP IT’S THE FINAL STEP IN THE SALES PROCESS. IN THE SALES PROCESS. PAGE 4 PAGE 4
•• DIVISIONAL CONTEST DIVISIONAL CONTEST JOIN US IN DISNEY’S JOIN US IN DISNEY’S MAGIC KINGDOM! MAGIC KINGDOM! PAGE 5 PAGE 5
•• TIME-SAVING TIPS TIME-SAVING TIPS USE YOUR 24 HOURS WISELY. USE YOUR 24 HOURS WISELY. PAGE 8 PAGE 8
ANCHORSANCHORSAWEIGH!WE’RE CRUISIN’ THE HIGH SEAS WE’RE CRUISIN’ THE HIGH SEAS FOR TORCH CLUB 2009!FOR TORCH CLUB 2009!PAGES 6 & 7PAGES 6 & 7
REMINDER! CONFIDENTIALITY OF RECORDSYou may be exposed to personal information concerning applicants for insurance, insureds, or Company employees and their families. Facts concerning a person’s health, fi nancial affairs, or private life, including reason for termination, are confi dential and should NOT be discussed with anyone other than individuals whose jobs require that they be aware of such information.
Failure to treat private facts confi dentially could result in personal liability for individuals making unnecessary disclosure and in liability for the Company. Failure to maintain the confi dentiality of our records is considered just cause for termination.
The Company exercises extreme care to secure destruction of paper records containing confi dential information about policyholders, employees, applicants, and others.
BROCHURES ONLINEAs brochures and forms come up for reprint, we are adding them to the website at www.libnat.com where Branch Managers, Unit Managers, and Agents can download and print them. Most brochures are now available online.
This offers several benefi ts:
Agents print materials on an as-needed basis and generate less waste.
Branch Managers avoid extra shipping charges for orders outside their monthly schedule.
Branches order fewer supplies, so Branch supply costs go down.
Branches need less offi ce space to store supplies and have more space for sales activities that generate production.
To download materials online:
Go to www.libnat.com
Click on ‘Agent Services’
Type in your User ID and Password
Click on ‘Online Forms’ then ‘Products/Underwriting’
We will continue to ship warehouse supplies to Branches until we run out.
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ADVERTISING REMINDERLiberty National prohibits the use of individual Agent and/or Branch websites. If you or any Agent currently have a personal website for your Branch, you must discontinue using it effective immediately. Use of any Internet sites can be grounds for immediate termination.
Although an individual has the best intentions, anything he or she places on the world wide web can be viewed on the Internet in ALL states, which could violate laws in states with which you may not be familiar. Such an action would result in a liability risk for LNL, which might lead to substantial fines or other legal action.
In addition, as a Liberty National representative, you are required to get Company approval PRIOR to the use of any advertisements, letters, brochures, etc., not already provided by Liberty National. Company approved TV, newspaper, radio ads, and preapproach letters are available for immediate use on the Liberty National website at www.libnat.com. Submit any requests for advertising approval by fax to the Marketing Department at 972-569-3728, attention Judy Hans, or e-mail [email protected].
MAILING TO THE HOME OFFICEMore than 60 percent of your applications are submitted electronically! This enables you to receive commissions and bonuses faster by eliminating the mail delay and virtually eliminating application errors. The electronic system has successfully allowed Agents and management to work later in the week and still have applications written count as bonus premium in the current week.
The electronic system has also lessened the need to mail to the Home Offi ce from the Branch Offi ces. As a result, the Home Offi ce will pay for only one overnight mailing per week from the Branch Offi ce to the Home Offi ce.
LIBERTY NATIONAL Since 1900, we’ve grown into
one of the nation’s leading insurers with more than 100 locations and thousands of representatives in locations
nationwide. We believe in personal, one-on-one
hometown service for insurance. And that’s the
way it ought to be.www.libnat.com
Home Offi ce 205-325-2722
TORCH MAGAZINEPublished by Liberty National
Life Insurance Company for the dissemination of
information to its Agents. Prior
permission must be obtained from
Liberty National for reproduction or other use
of material herein.
TORCH STAFFExecutive Vice President
Hubert [email protected]
Managing EditorLuke Gilliam
EditorRoberta Boyd King
Staff WriterChristie Gibson
Publications AdvisorBrenda Martin
Graphic Designer Cal Slayton
E D I T O R ’ S N O T E S
2 T O R C H F E B R U A R Y 2 0 0 8
P E R S P E C T I V E
T O R C H F E B R U A R Y 2 0 0 8 3
It’s a World of Opportunity!All Liberty National
Agents are given the same BIG opportunity
for success. What they do with that opportunity depends entirely on their desire to achieve. When they use it wisely, it becomes enormous and brings recognition
and financial reward they formerly only dreamed about.
Recruiting creates that BIG Liberty National opportunity. Recruits take the first step toward embracing opportunity when they join the Liberty National team. As they climb the ladder of success, Agents can become Unit Managers in Training (UMITs), then Unit Managers, then Branch Managers, Directors, and so forth. There is no limit to where they can go or what they can achieve.
Based on conversations with our Directors and Branch Managers and the many e-mails I receive from the Branches, recruiting and the Liberty National opportunity are thriving. Last month, I received the following forwarded message from Stephanie Lewis, Branch Manager in Branch 29, “ Just thought I’d mention that I have
been in my position as Branch Manager for exactly one year
now. My original goal was to recruit, recruit, recruit.
I soon learned that I have two goals, both the 1A and 1B
WIGs. Though it is a constant challenge, I am excited about
our increase in production, but even more excited about
the recruiting.
When I accepted the position as Branch Manager, our office
was in Sylacauga ... I was far from home and knew nothing
about the area. I started with only one Unit Manager and
three new Agents, who were as nervous about meeting me
as I was about meeting them. We bonded well, and things
progressed, though slowly at first.
Our office relocated in January 2007. I now have four Unit
Managers, one UMIT, and 38 Agents. That means the Branch
has grown to 12 TIMES the size it was when I started!
Although I have not reached all the goals I have set for myself
on the 1B side, I can now see a potential to reach much higher
goals than originally planned. I’ll just keep both pedals down,
so we can all ‘make more money faster’.”
By staying faithful to both 1A and 1B metrics, Stephanie is building a true ‘performance culture’ within her Branch. As she and her team maintain these important recruiting and lead activity metrics, her dreams for success and the dreams of all those on her team who follow her lead will come true. Besides, recruiting is fun ... especially with the increased production that comes from those diligent 1B producers.
Twelve must be a magic number. Liberty’s recruiting and Branch growth in 2007 led to an approximately 12 percent increase in life production in the fourth quarter of 2007 over the fourth quarter of 2006. That is the biggest increase in years and directly attributable to dedicated recruiting.
What offers the greatest return for a Branch Manager? Recruiting – obviously, and doing it in LARGE NUMBERS! Why large numbers? Because we don’t know from reading a resume, who will be a winner. The logical result is to give EVERYONE the opportunity. It won’t take long to discover who has the desire and discipline to follow the Liberty system to success. Some Managers, especially those who are new, may try to focus on getting an extra sale out of an Agent, when they could generate so much more income (for not only themselves, but for their entire team) by focusing that same degree of attention on recruiting. All the Branch Manager, Unit Manager, and UMIT must do is put the new recruits into 1B to work the Daily Call Clinics and the A-B-C Agent priority list per Unit. Pulling in new recruits can generate far more production than pushing an extra sale out of an existing Agent. New Agents mean more quality people to generate increased production and to assist with recruiting calls in the early morning and late evening when potential recruits are home – without pulling anyone out of production. As you add new Agents to your team, you’ll expand the scope of your recruiting seminars each and every time. And because you’ll have more recruits to make calls, each recruit will have fewer calls to make and more time to produce. It’s a win-win situation no matter how you look at it!
The approximately 12 percent life production increase in the fourth quarter of 2007 was good, but we can make 2008 even better. Just keep recruiting in LARGE NUMBERS! IT PAYS!
Andrew W. KingPresident and Chief Marketing Offi cer
4 T O R C H F E B R U A R Y 2 0 0 8
S A L E S S E R I E S
Seven Steps to SuccessSEVEN STEPS TO SELLING SUCCESS:
A. Generating Leads
B. Qualifying Leads
C. Preparing the Presentation
D. Delivering the Presentation
E. Handling Objections
F. Closing the Sale
G. ACCOUNT MAINTENANCE
STEP G: ACCOUNT MAINTENANCE Congratulations! You closed the sale. The customer likes you and what you have to offer. Now, all you need to do is make sure they like you for a really, really long time.
START OFF ON THE RIGHT FOOTThe moment you lose a dissatisfi ed customer, you also risk losing as many as 20 future customers. How is that possible? The customer who leaves you will tell at least 20 people they know about their dissatisfaction. Then the domino effect kicks in. Wouldn’t you rather have 20 positive referrals instead? Of course you would. It isn’t hard work to keep a customer happy — it just takes a little extra time. But, in the end, it’s worth it. After all, which is easier for you — maintaining an existing customer, who renews their policy every year automatically, or prospecting for new customers?
ATTENTION TO DETAILOne of the fi rst things you should do after closing your sale is to send a thank-you note to your new customer. Sure, it’s easy to type out a quick letter and sign your name to it. But, go a step further. Handwrite your note. A personalized letter means so much more to your customer than a form letter. A handwritten note lets your customers know that they are important enough for you to take time out of your busy day to write something personal. Think of how much junk mail the average American gets every day. Seeing a handwritten note among the coupons, fl yers, and advertisements will brighten your customer’s day, and you can be sure your letter will be read fi rst.
FOLLOW THROUGHCustomer service is crucial in any market these days. If customers are unhappy with the service they receive, there are plenty of other options from which they can choose. Do not give your customers a chance to even think of ever leaving you. A simple phone call every now and then will let your customers know you care about them. But, if you don’t call, it gives customers an opportunity to wonder if they’ve made the wrong choice by choosing you and Liberty National.
DIFFERENT STROKES FOR DIFFERENT FOLKSSome customers need more handholding than others. Some customers might expect you to check in with them every month. If so, put them on your calendar and call them on the same day every month. Other clients may say they’ll call you if they need anything. If this is the case, do not call them every month on the same day, but do call them regularly just to check in. Adapt your account maintenance to the needs and personality of each individual customer.
WE’RE ALL HUMANIt is human nature for people to want to talk about themselves. Remember when your customers mentioned that they recently became grandparents? What a great reason for you to call them! Call and ask about that new grandbaby. Then, after you’ve gotten them in a good mood, ask how the new product is working for them. This may also be the perfect time to discuss other products or let them know about new offerings. You never know, they may want or need something and not even realize it.
This concludes our Sales Series. We hope you’ve found the information helpful, because we are only as successful as you are.
T O R C H F E B R U A R Y 2 0 0 8 5
F I R S T S I X - M O N T H D I V I S I O N A L C O N T E S T
Experience the Magic!
The Walt Disney World Swan and Dolphin Resort was designated the best resort in North America and the leading resort in Florida by the 14th Annual World Travel Awards. Designed by award-winning architect, Michael Graves, this Disney masterpiece offers 2,265 magnifi cent rooms and suites. Each is highlighted by the Heavenly Bed®, a sleeping accommodation so luxurious it’s trademarked.
Seventeen restaurants and fi ve lounges are on property for your dining and relaxing pleasure. Talented chefs from the far corners of the globe create culinary delights to please every palate.
The Mandara Spa is an Asian-inspired retreat that offers exotic spa treatments and services to soothe and revitalize the most wearied guest.
Activities are endless in this Disney paradise. Enjoy golf? Swing your nine-iron on any of the four championship golf courses. Need to cool off? Take a refreshing dip in any of fi ve swimming pools or the three-acre rock grotto pool and white-sand beach. There are two state-of-the-art health clubs with equipment to challenge any fi tness level, and tennis, basketball, volleyball, and jogging trails on site. You also receive complimentary transportation to all Disney Theme Parks and attractions, where you can lose yourself in the Disney fantasy.
Of course, there is more to Orlando than Disney World. International Drive offers superb shops and excellent restaurants by day. At night it is an amazing entertainment venue. And don’t forget Universal Orlando Resort and Sea World.
PLEASE JOIN US OCT. 9-12, 2008, AND EXPERIENCE THE MAGIC OF DISNEY!
A host of dazzling resort properties are scattered among the many Disney World parks. Liberty National has chosen the very best one for your three-day stay in the Magic Kingdom.
Walt Disney World Swan and Dolphin Resort
6 T O R C H F E B R U A R Y 2 0 0 8
C O N V E N T I O N U P D A T E
Prepare yourself for the Sales Convention of a lifetime! Liberty National’s 2008 top producers will hit the high seas on board Royal Caribbean’s luxury liner, Majesty of the Seas®. One of three Sovereign Family cruise ships, her Majesty will set sail from Miami to Coco Cay, a private island owned by Royal Caribbean, and to Key West. The Majesty of the Seas lives up to her name. Weighing 73,941 tons, the ship is 880 feet long, carries 2,744 passengers, and a crew of 833. This magnifi cent vessel, which took her maiden voyage in 1992, recently underwent a bow-to-stern revitalization costing $36 million. And it shows! Almost every inch of the ship was included in the remodeling process, with special attention to the pool deck, and the addition of a ShipShape® Day Spa and Fitness Center, and three new casual dining venues. Flat screen TVs were added to every cabin along with new carpet, bedding, and bathroom updates. This sea-faring beauty will captivate even the most die-hard landlubber. Everywhere you turn, there is something fun and pleasurable to experience. Test your skill on the rock-climbing wall. Take in a movie or swim in outdoor pools under warm sun and blue sky. How about an aerobics class? Or a relaxing massage? Feeling lucky? Try your hand at blackjack or roulette in the Casino Royale®. Maybe you’ll decide to spend a leisurely few hours enjoying a superb dining experience in one of the many amazing eateries scattered throughout the ship. Or wander through The Centrum, a seven-story atrium surrounded by bars, lounges, unique shops, and boutiques.
Eleven decks of luxury and extravagance await you and your guest on Majesty of the Seas. Celebrate your achievements in ultimate style!
Join us April 17-20, 2009.Sources: www.cruisecritic.com/reviews/review.cfm?ShipID=76:www.royalcaribbean.com/fi ndacruise/ships/class/ship/home.do?br=R&shipClassCode=SS&shipCode=MJ
T O R C H F E B R U A R Y 2 0 0 8 7
C O N V E N T I O N U P D A T E
Will You Be On Board?Getting to Torch Club involves hard work, dedication to the Liberty system, and a strong desire to achieve. Do you have the right stuff? Absolutely!
Updated 2008 Torch Club qualifi cations:
Branch Managers: Branches have been divided into three fl ights based on 13-week, all-Agent average production. For qualifi cation, Branches in each fl ight are ranked based on total production (from report CC321004).
Flight 1 – Top 15 Branches automatically qualify, provided they have an increase in total production over the previous year. In addition, any remaining Branch in Flight 1 that has an increase of more than 15 percent in total production over the previous year will qualify.
Flight 2 – Top 10 Branches automatically qualify, provided they have an increase in total production over the previous year. Of the remaining Branches in Flight 2, the top seven (ranked by percent of increase) with an increase of more than 20 percent over the previous year will qualify.
Flight 3 – Top fi ve Branches automatically qualify, provided they have an increase in total production over the previous year. Of the remaining Branches in Flight 3, the top 10 (ranked by percent of increase over their baseline) with an increase of more than 25 percent over their baseline will qualify. The baseline will be the previous year’s average total production per week or $3,500 total production per week, whichever is greater.
Branch Managers must meet all current minimum standards, and the Branch must have premium growth.
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Unit Managers: Unit Managers must have $208,000 in total production (from report CC321003) for the year ($4,000 per week). Half of this requirement ($2,000 per week) must be FYA production.
Unit Managers must meet all current minimum standards, and the Unit must have premium growth.
Agents: Agents must have $72,800 ($1,400 per week) AP issue and premium growth during the qualifi cation period. Agents employed in 2008 can qualify for Torch Club by averaging $1,400 per week AP issue and premium growth during the remainder of the year, subject to a minimum total issue of $18,200.
Agents must meet all current minimum standards.
The 2008 Torch Club qualifi cation period will be 52 weeks. It began the fi rst week of January 2008, and continues through the last week of December 2008.
The fi rst week’s issue and growth included will be those in the Transaction Register dated Jan. 4, 2008. The fi nal week’s issue and growth will be those in the Transaction Register dated Dec. 26, 2008. Books will remain open for an additional two months to take adjustments into account before determining the fi nal list of qualifi ers. Policies issued on a fi eld employee or a member of a fi eld employee’s family do not count toward Torch Club qualifi cation.
These updated qualifi cations are included in the Guide To Growth on the Liberty website at www.libnat.com. Click on ‘Agent Services’, then ‘Online Forms’.
8 T O R C H F E B R U A R Y 2 0 0 8
T I M E - S A V I N G T I P S
Make notes: Keep a binder or note pad in your car. After meeting with a prospect, take a few minutes to jot down the date, the prospect’s name, and brief notes about the individual and the meeting. Write down anything that might help you make a better connection with the prospect or customer at your next meeting.
Handle call time wisely: When making lead or prospecting calls, focus only on the task at hand. Don’t waste time visiting with other Agents or accept interruptions from other Agents or coworkers. Make prospect call time count!
Do it right the fi rst time: Take time to do a quality job, especially when completing applications and other customer paperwork. Do it right initially to avoid time-consuming corrections.
Complete similar tasks at similar times: Perform the tasks you dislike the most or the ones that require the most effort early each day. Try to make all your prospecting calls during the same time period each day too. Morning usually works best for both Agents and prospects. Make house calls and sales presentations any time you can. Save routine work for the end of the day when you may be tired and not at your best mentally or physically.
Track your activities: Keep a diary or chart detailing the tasks you perform in a week. At the end of the week, review the information you’ve collected and look at how much time you’ve spent on each task. How much time did you spend in sales interviews? How much time did you spend
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prospecting? Can you cut out something? Is something else taking longer than it should? Do you waste time on non-work items? Keeping a log for a few weeks will give you a good idea of changes you need to make to be more effective.
Eat sensibly: Forget those rich, three-course lunches! They only make you subject to the 3 o’clock droops and add calories you may not need. Eat sensibly at lunchtime. You won’t get as sleepy in the middle of the afternoon and will feel energized until it’s time to head home. Keep cereal bars, dried fruit, nuts, raisins, or other healthy snacks available in case you need an energy boost.
Get enough sleep and exercise: Along with eating properly, rest and exercise are just as necessary to keep you in top-selling form. An adequate supply of each will improve your focus and concentration and ultimately make you more effi cient and productive.
Concentrate on essentials: It’s easy to get sidetracked, given all the tasks you have to complete. Handle the essentials fi rst. Ask yourself, “Will this task enhance the sales process?” If the answer is ‘yes’, do it; otherwise, it can wait.
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SAVE TIME, MAKE MONEY!
Source: www.projectmanagementsource.com/2007/02/time.management.html
Your job is to sell!! The more time you have to sell, the more leads you contact and qualify, the more appointments you make, the more presentations you give, and, ultimately, the more sales and commission you make. We all have the same 24 hours each day. How do some people get more accomplished than others? It comes down to how well you manage those 24 hours. These tips may help you to use your 24 more effectively.
T O R C H F E B R U A R Y 2 0 0 8 9
B O N U S P R O D U C T I O N
COMBINED RECRUITING AND PRODUCTION BONUSES - Annualized Added Income Potential
JOHN THOMAS $9,700 $6,158 $15,858 $190,296
JUDY ELKINS $2,100 $8,347 $10,447 $125,364
HOWARD RALSTON $8,050 $1,699 $9,749 $116,988
CARL PEEVY $1,400 $6,985 $8,385 $100,620
BERNARD BLASSINGAME $2,500 $5,777 $8,277 $99,324
TIM ADERHOLT $1,100 $7,096 $8,196 $98,352
RICK KEMP $1,650 $5,987 $7,637 $91,644
JOHN BROOKS $3,150 $3,670 $6,820 $81,840
ANGELA HANSON $1,950 $4,647 $6,597 $79,164
JOHN HADDER $4,000 $2,365 $6,365 $76,380
LONELL PLYLER $400 $5,359 $5,759 $69,108
DEEDY STRICKLAND $3,150 $2,527 $5,677 $68,124
BRIAN CANNINGTON $50 $5,286 $5,336 $64,032
DEAN JEWETT $3,050 $2,264 $5,314 $63,768
EDDIE MILNER $600 $4,694 $5,294 $63,528
BILL KNOWLES $1,150 $3,842 $4,992 $59,904
SAM MOCHA $200 $4,650 $4,850 $58,200
KEVIN KIMBERLY $800 $3,933 $4,733 $56,796
LOUIS NORRELL $50 $4,616 $4,666 $55,992
JIM FLANDERS $1,300 $3,287 $4,587 $55,044
CLINT MCLAIN $50- $4,377 $4,327 $51,924
January 2008RECRUITING BONUS + PRODUCTION BONUS = TOTAL X 12 =
ANNUALIZED ADDED INCOME POTENTIAL
Qualifi ers and/or Torch Club honorees must meet applicable Company Minimum Standards and Qualifi cations for Production, QOB, and Recruiting to attend and/or be recognized in our Company magazine.
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BRANCH MANAGERS UNIT MANAGERS AGENTS
1. Howard Ralston#86
$93,198
2. Brian Cannington#40
$67,945
3. Daryl Sumrall#17
$67,674
1. Marvin Odell #17 $34,934
2. Michele Coley #17 $31,467
3. Floyd Byers #86 $29,599
1. Jeff Lones #9 $28,414
2. Gary Hixson #45 $27,715
3. George Hinson #17 $23,738
4. Tim Aderholt, #49 .........................$67,317 5. Louis Norrell, #18 .........................$66,799 6. W.L. Hearing, #45 .........................$62,722 7. Angela Hanson, #15 .....................$55,208 8. Ricky Beard, #129 .........................$54,926 9. Judy Elkins, #150 ..........................$54,071 10. Eddie Milner, #2 ............................$49,693
4. Rebecca Green, #77 .................$28,626 5. Aaron Davis, #92 .......................$28,240 6. Lillie Robinson, #40 ...................$26,870 7. Natalie Newsome, #139 ...........$25,287 8. Lashoun Ross, #150 ..................$24,904 9. Jonathan Jones, #7 ...................$23,874 10. Scott Ivey, #1 .............................$23,811
4. Douglas Lavender, #17 ............. $20,888 5. Serge Clouatre, #49................... $14,675 6. Lisa McClendon, #15 ................. $13,738 7. Yoly Dale, #49 ............................ $12,748 8. Ann Davis, #110 ......................... $11,831 9. Twila Ray, #2 .............................. $10,472 10. Alan Goforth, #10 ..................... $10,413
BRANCH MANAGERS UNIT MANAGERS AGENTS
11. Kay Perryman, #18 ...........................$10,292 12. Bill Droke, #129 .................................$10,110 13. Steve Champion, #86 .........................$9,946 14. Donna Ramsey, #129 ..........................$9,649 15. Mike Snowberger, #40 .......................$9,107 16. Andrew Davis, #41 ..............................$8,771 17. Bill Lacount, #49 ..................................$8,059 18. Nellie Willard, #36 ...............................$7,562 19. Jean Pollard, #18 .................................$7,532 20. Jerry Crowell, #18 ..............................$7,514
LIBERTY LEADERS - TOP PERFORMERS IN TOTAL AP
11 - 20
The following producers represent the Top 20 Branch Managers, Unit Managers, and Agents in year-to-date total annual premium production through January 2008.
11. Bernard Blassingame, #92 ................. $49,653 12. Clint McLain, #10 ................................ $47,244 13. Randy Bedwell, #7 .............................. $43,874 14. Dale Rainey, #22 ................................. $42,673 15. John Brooks, #5 .................................. $41,841 16. Keith Mitchell, #58 .............................. $41,299 17. Diane Mills, #9 ..................................... $41,183 18. Kevin Kimberly, #144 .......................... $39,813 19. Mike Isom, #21 .................................... $37,651 20. Lonell Plyler, #71 ................................. $37,238
TOP 3
11. Donna Wilson, #39 ............................$23,677 12. Ron Tadle, #86 ...................................$22,156 13. Gary Sutton, #2 .................................$22,003 14. Pat Kessee, #110 ...............................$21,873 15. Jane Harwell, #58 .............................$21,168 16. Randy Reeves, #49 ...........................$19,650 17. Nathan Fisher, #38 ............................$19,405 18. Jim Sellers, #15 .................................$19,296 19. Ritch Wharton, #49 ...........................$18,812 20. David Brooks, #117 ..........................$18,472
BRANCH MANAGERS UNIT MANAGERS AGENTS
T O P P R O D U C E R S
Cong
ratu
lati
ons
T O R C H F E B R U A R Y 2 0 0 8 1 1
A C H I E V E M E N T
Rookie Branch ManagerThe Top Rookie Branch Manager has been a Branch Manager for less than one year and is recognized by Liberty National for the total annual premium produced.
Judy Elkins of Branch 150 is the January Rookie Branch Manager of the Month. Judy’s team produced $54,071 of annual premium in January.Way to go, Judy! High activity generates BIG numbers!
Rookie Unit ManagerThe Top Rookie Unit Manager has been a Unit Manager for less than one year and is recognized by Liberty National for the total annual premium produced.
Michele Coley of Branch 17 is the January Rookie Unit Manager of the Month. Michele’s team produced $31,467 of annual premium in January.Good month, Michele! Keep production climbing!
TOP 5 - BRANCH MANAGER
1. Howard Ralston, #86 ..............$ 66,306
2. Brian Cannington, #40 ...............50,128
3. Judy Elkins, #150 ........................48,602
4. Eddie Milner, #2 .........................41,294
5. Kevin Kimberly, #144 .................38,485
TOP 5 - UNIT MANAGER
1. Donna Wilson, #39 .................. $ 23,827
2. Lashoun Ross, #150 .................. 23,548
3. Pat Kessee, #110......................... 22,125
4. Lillie Robinson, #40 .................... 20,479
5. Tina Bowers, #91 ....................... 18,523
David Bass – Branch 87. David was previously in Branch 5. Alvin Taylor – Branch 57. Alvin was previously in Branch 57. Phil Metcalf – Branch 61. Phil was previously in Branch 45. Richard Arriaga – Branch 63. Richard was previously in Branch 107. James Bassford – Branch 100. James was previously in Branch 129. Pete Clanton – Branch 65. Pete was previously in Branch 15. Jesse Morrow – Branch 53. Jesse was previously in Branch 53. Leonard Austin – Branch 82. Leonard was previously with another TMK company. Sam Mocha – Branch 151. Sam was previously in Branch 151.
Congratulations and welcome to our newly appointed Branch Managers:
Your potential is powerful; dedicated recruiting makes it happen!
First Year Agent ProductionThe following represent the Top Five Branch and Unit Managers with the highest year-to-date First Year Agent Production through January.
On Schedule for Torch Club 2009R O YA L C A R I B B E A N C R U I S E • M I A M I • C O C O C AY • K E Y W E S T as of 01.28.08
#1JOHNNY GOSSSCOTT IVEY
#2TWILA RAY
#3BERNICE GIVENS
#4JOSEPH BAKERLEE COLLINSMELISSA WELTINROBERT WOOD
#7COLEMAN WADE
#9JEFF LONES
#12MAURICE STINSON
#13DONNIE ANTHONY
#15TIM BAUCOM
#16DAVID MILLER
#17GEORGE HINSONDOUGLAS LAVENDERMARVIN ODELLDARYL SUMRALL
#18JERRY CROWELLKAY PERRYMANJEAN POLLARDTIM RIPPEY
#21ALAN BECKANGIE WILSON
#22BOB BARKER
#32CINDY KENDRICKCHARLIE RUSHLEISA SMITH
#36NELLIE WILLARD
#39TONI ADKINS-RIEPLELAINE NIOLET
#40MARK PATTERSONLILLIE ROBINSONMIKE SNOWBERGERMIKE YOUNG
#41ANDREW DAVIS
#45HAL BROWNW.L. HEARINGGARY HIXSONREGINA TATE
#47JOHN LOVE
#49SERGE CLOUATREYOLY DALE
#50DAISY COLLINSROBI VANNIEUWENHUYZE
#58JANE HARWELL
#74 YARNELL BELISLEFRANK PEREZ
#77 REBECCA GREEN
#79 JESSICA ANN PETERSON
#81 KELSEA BRIGHT
#86STEVE CHAMPIONRON TADLE
#90 JUSTIN DORMAN
#91 TINA BOWERS
#92BERNARD BLASSINGAMEAARON DAVISJOYCE ANN.R. LESLEY
#110ANN DAVISPAT KESSEEJACK WILSON
#117DAVID BROOKS
#122JOSE CHANG
#126RITA SPENCER
#129BILL DROKEDONNA RAMSEY
#136MARVIN SMITH
#139JOSHUA HEIDTNATALIE NEWSOME
#140JOHN HADDER
#144TONY CARTERKEVIN KIMBERLY
#150JUDY ELKINSLASHOUN ROSS
#151SAM MOCHA
Liberty National recognizes Agents, Unit Managers, and Branch Managers, who are on schedule, as of January, for the 2009 Torch Club to be held April 17-20, 2009. Qualifi ers and/or Torch Club honorees must meet applicable Company Minimum Standards and
Qualifi cations for Production, QOB, and Recruiting to attend and/or be recognized in our Company magazine.