Kevin Trokey

You don't get to choose your results. You choose your habits, and THEY determine your results.

This book is like the blueprint and personal coach you’ve needed to grow your business. In The Salesperson’s Guide to Growing a Business, Kevin Trokey and Wendy Keneipp give you the insight you need to transform your business into a prosperous and rewarding operation.

Whether you are a business professional looking to grow professionally, a salesperson looking to grow a book of business,… Show more

You don't get to choose your results. You choose your habits, and THEY determine your results.

This book is like the blueprint and personal coach you’ve needed to grow your business. In The Salesperson’s Guide to Growing a Business, Kevin Trokey and Wendy Keneipp give you the insight you need to transform your business into a prosperous and rewarding operation.

Whether you are a business professional looking to grow professionally, a salesperson looking to grow a book of business, or an owner looking to grow an entire organization, you will find what you need in this book to make you one of the top performers in your field!

This book will show you how to:
- Craft your vision for the future and work toward it systematically
- Create messaging and marketing that distinguishes your company
- Build a sales process that engages buyers and drives predictable results
- Develop an intentional client experience that keeps clients around year after year
- Lead your team with strong communication to engage them with the company goals

There is no part of your business you won’t understand at a more actionable level. Better than that, you’ll understand how to tie it all together to create a single, well-running machine.

And, if you're thinking the "small stuff" doesn't make a difference, believe Kevin and Wendy― it does. They give you detailed instructions and resources that leave nothing to chance; they’ll help you create your #PathToGrowth. Show less

I regularly hear first-hand from other speakers who, while already onsite at a conference, profess to having not prepared for their presentation. And, they do so with a certain amount of smugness.
And then we see countless others who continue to change their slides/presentation right up until stage time (wasting any preparation they may have done) or get onstage and abandon any script they may have had. The result in both situations becomes an incoherent message.

This lack of… Show more

I regularly hear first-hand from other speakers who, while already onsite at a conference, profess to having not prepared for their presentation. And, they do so with a certain amount of smugness.
And then we see countless others who continue to change their slides/presentation right up until stage time (wasting any preparation they may have done) or get onstage and abandon any script they may have had. The result in both situations becomes an incoherent message.

This lack of preparation for yourself is one level of disrespect, but to pull other people into it is a whole other level. We've seen lead presenters, who were responsible for organizing panel discussions, refuse to organize discussion topics until an hour before going onstage.

Not only were these "leaders" being insensitive to the audience, they were putting the others in the group discussions in a situation of embarrassing themselves and damaging their personal brands. Not surprisingly, the discussions ended up having almost nothing to do with the description of the sessions on the conference website.

I find this inexcusable!! The attendees at these conferences have taken at least three days off work and spent upwards of $2000 to be there. As bad as it would be to be disappointed in an evening’s entertainment at Hamilton, this is way worse.
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Let's start with some deductive reasoning:

> As a producer, writing new business is your primary goal.
> Writing new business means you must get in front of qualified candidates.
> You can't get in front of qualified candidates if you don't spend time prospecting.
> But, the more time you spend searching for prospects, the less time you have to spend with active prospects and clients.
> Bottom line, it isn't enough to just spend time prospecting, you have to be… Show more

Let's start with some deductive reasoning:

> As a producer, writing new business is your primary goal.
> Writing new business means you must get in front of qualified candidates.
> You can't get in front of qualified candidates if you don't spend time prospecting.
> But, the more time you spend searching for prospects, the less time you have to spend with active prospects and clients.
> Bottom line, it isn't enough to just spend time prospecting, you have to be efficient with that time.

There is no more efficient way to feed your pipeline than with targeted introductions from your best clients. Period. Show less

The clock on 2016 is already ticking loudly! As I write this, we are barely a week into the New Year and you’re still catching your breath from a ridiculously busy 4th quarter. However, given a typical sales cycle, you are already a production quarter into the year. It’s probably scary to have to face the reality of how much of 2016 productivity is lost.

We all know that as consumers, we want three things: fast, cheap, and good. Of course, just because want it all doesn't mean you can have it all . . . . Or can you?

Q4i's approach and system will answer all of your questions and help you to reimagine your success model. We begin with a philosophy borrowed from Charles Dickens that sets the tone for shaping the shifts that are so often barriers that keep other agencies from taking control of their businesses. Kevin discusses the consequences of traditional agency management and how today's successful agencies create a clear separation between the product and the consultative stages of the process.

For Kevin Trokey, who spent 17 years as an insurance broker, Obamacare has been a double-edged sword.

The new law challenges the survival of traditional brokers, but there have been new opportunities created as well. In April 2009, Trokey launched consulting firm Q4intelligence, which helps insurance brokers diversify their offerings so they aren't solely dependent on health care.

One of the greatest challenges I see for agencies is the ability to make new producers successful. I have seen them approach the problem from every possible angle: threats, hand holding, training programs, providing leads, changing the compensation model, motivational techniques, investing in new resources, and on and on and on.

Benefits Selling Editor Denis Storey, at the magazine's 10th anniversary reception at its 2013 expo, talks to Benefits Growth Network CEO and President Kevin Trokey about how the role of brokers is being redefined.

Will your agency fight or take flight by 2014? Texas insurance adviser Tanya Boyd and Kevin Trokey, president & CEO of Benefits Growth Network, share the importance of building your business model on a stronger foundation and how agencies can reinvent themselves.

We teach agencies how to take control of their businesses and transform into feared competitors.