As a rule, I don't spend much time watching the flurry of reality shows that have swept across the American public. In fact, had it not been for Barry Manilow appearing on a segment last year, I would have probably missed the American Idol phenomena completely. I would have also missed out on the enormously entertaining interaction between Simon Cowell and the ever changing rounds of Idol hopefuls. In particular, the auditions for each new year's talent is fantastic.

Simon is very honest, possibly to a fault. If you happen to be on the list of those he really does not like, his comments can range from blunt to brutal. "That was totally unmemorable" One of Simon 's most often used statements is, "I won't even be able to remember your name, much less what you sang."

The answer, it seems, is for performers to find something different in their voice, style and performance that causes people to remember them. It is not that the performance was bad. It was just ordinary. And that made it forgettable. Last year I wrote a number of articles based on Seth Godin's book, "The Purple Cow". Godin's view is that brown cows are common and ordinary, and therefore forgettable. His encouragement is for an organization to find ways of being a "purple cow" because that would be memorable. How does someone become a "purple cow"? Here are some of Godin's examples.

Wonder Bread In 1912, Otto Rohwedder invented sliced bread. It was a great idea, but did not catch on until 20 years later. Wonder started a marketing program that transformed the industry. It was not the sheer innovation of the product that led to success, but the innovative marketing of Wonder. Is your agency looking for innovative ways to present protection to your customers? Morton Salt Morton has made salt for over 50 years. And salt is certainly "forgettable". But folks in France did something remarkable. They began extracting salt from seawater, and selling their "Sea Salt" for $20 per pound. When is the last time your agency explored ways to make protection memorable?

"This is a singing competition" Simon is also always reminding the contestants that "This is a singing competition." The person may have danced and performed well, but their vocal was weak. Since American Idol is a singing competition, it didn't matter if they did other things well if the vocals were weak. If you asked your staff what business they are in, the most likely answer is the "service business." If service really is the defining responsibility for your agency, then it stands to reason that, in the event of a loss, your customers will thank you for your excellent service, even if they lack protection and lose everything.

The reality is you are in the business of protecting people's stuff - and this must become the standard by which you judge your success or failure. This means that your agency may need a significant overhaul to change how your staff views the competition they are in. You may process, service and do other things well, but you are in a "protection competition". Ultimately, that is what you will be judged on.

Would your staff say their job is more "processing" or more "protection?" It's important for them to clearly understand what kind of competition you are in. "That was not a good song for you" I'm not sure how songs are selected. But whatever the process, many contestants experience a "disconnect" and perform the "wrong" song. What makes a song wrong? Apparently it has something to do with selecting a piece they can't sing well based on their individual strengths as an singer.

Jim Collins, in his management classic "Good To Great" refers to businesses that miss greatness by choosing to do business in areas they are "good" at. Collins makes a case that great companies are the ones that only do what they can be "great" at. In other words, they make sure the song they sing takes advantage of their individual and unique ability to win the competition. Doing what you are great at means giving up a sacred cow of our industry - generalist mentality. Many agencies are so fearful of losing business that they actually give up the opportunity to do more business. Collins talks about a "hedgehog" principle - find what you have demonstrated the ability to be good at - and do that.

One of his examples is Walgreen. This amazing organization recognized that they could be there very best at being a convenient neighborhood pharmacy. Not only do they refuse to do business in shopping malls and other "mass market" venues, they will even close an existing store if an opportunity is available to open a brand new store 100 yards away - if that new location happens to be on a corner lot. Why? Because corner locations best fit their model of greatness. "Are you willing to stop doing what you are "good" at and make a commitment to doing the things you are "great" at?"

As you consider how America will vote for your agency, also never lose sight of what is perhaps Simon's greatest exhortation of all - have fun! Sometimes the contestants, and our agencies, get so caught up in the commitment to grow that we stop enjoying the journey. Without fun, the journey is pointless. One thing I like about American Idol is the fact that America votes for the winner, not the judges. With numbers of voters that rival a presidential election, one person becomes America's idol. But remember, these same people vote for your agency on a daily basis. The question is, "How will they vote?"

How will America vote for your agency? Is your agency a memorable winner that is recognized for its greatness, or will you come in second place? Might be an interesting topic for your next staff meeting!

I was visiting with an agent recently, and he was talking about losing a key employee that was moving because their spouse was transferred to California. He was talking about not wanting to deal with the hassles and challenges of replacing someone he had finally trained to do a great job. Their responsibilities in the agency included office manager and Account Manager for large Commercial accounts.

My suggestion was to keep the person, and allow them to work from California. His first response was to point out that the person was not licensed in California. However, the idea was not to write new business in California but to continue their current job from a remote location. Although it took some time, this owner came to realize what is becoming a national trend - the migration to Alternative Workplaces. When, where and how people work is changing on a daily basis.

If your agency is considering Alternative Workplaces, here are 6 questions you will need to answer as you make your decision.

Question #1
Do You Have A Business Reason For Considering An Alternative Workplace? Working virtually is not "benefit" or a "perk". Creating an Alternative Workspace is no different than any other decision regarding the operation of your agency. Moving to a virtual way of doing business requires a business decision that supports how your agency does business. Here are some valid reasons to consider virtual staff:

• Difficulty in finding qualified staff
• Alternative to brick and mortar due to limited workspace
• Desire to retain qualified staff

As with any business decision, "do the math" and determine potential revenue (such as new/retained business), anticipated expense (such as the cost of expanding workspace or building a new office) and projected ROI (based on income earned or expenses saved). If you don't have a definite business decision that will make the agency money - do not consider an Alternative Workspace at this time.

Question #2
Does Your Agency Have An Open Culture and Proactive Management? Rigid agency cultures will have a difficult time adjusting to the transition to an Alternative Workplace. Even though you explain why some staff are able to work from home and others must come to the agency every day, your decision can still create resentment. If your agency is considering an Alternative Workspace, a good time to begin is immediately. Agency culture is not changed overnight. Having a flexible culture is essential to working virtually. Here are some milestones that indicate an open culture and proactive Management:

• Staff feels safe approaching Management with suggestions and concerns
• Staff has a strong level of trust in Management
• Management feels safe confronting staff with areas of needed change
• Management has created a consistent method of communication with the staff such as regular staff meetings
• Management informs staff of their plan to introduce new ways of doing business, such as changing to Alternative Workplaces

Question #3
Are You Willing To Establish Clear Ways To Monitor Staff Productivity? One of the first questions I am asked is, ”How do you monitor performance for staff that work from home?” The answer is actually quite simple. Every staff position needs, and deserves, a clear job description that includes measurable requirements, expectations and boundaries. The old stand-by where owners want staff that "are mature enough to know the right thing to do and just do it" is an excuse for leadership that is not willing to lead.

When it comes to virtual staff, job descriptions and expectations are even more critical. Looking over their work during the day is not possible. Instead, Alternative Workplaces require structures such as:

• Well defined job descriptions that include measurable expectations and productivity
• Well defined consequences that includes both positive and negative results
• Scheduled reports to Management that provides accountability
• Regular communication with the virtual staff so they have regular feedback on the quality of their work

Question #4
Does Potential Virtual Staff Have A Home Office Environment Suitable For A Professional Way Of Doing Business?

Just as an Alternative Workspace needs the right person, it also requires the right work environment. A clean desk and professional workspace is important in the agency; and it is even more essential for virtual staff. The kitchen table is not an appropriate work environment. Before implementing an Alternative Workspace, Management will want to establish clear guidelines for working virtually. Some of these guidelines might include:

• A dedicated workspace with a desk
• No indoor pets, such as dogs, that can create distractions and inappropriate interruptions during business phone calls
• Adequate lighting
• No young children

Question #5
Is Management Willing To Invest In Tools, Training and Technology Required For Alternative Workplaces? Alternative Workplaces require a considerable investment in tools, training and technology. Some agencies may try to limit their expenses by asking staff to use their own computers. However, privacy laws and computer liabilities such as viruses and hacking make it essential for an agency to have equipment it can monitor and control its use.

Here are some investments needed to implement successful Alternative Workplaces:
• Computer/Monitor (If dual monitors are used in the agency, it should also be part of a virtual office)
• Printer
• Dedicated Phone Line
• Web Cam
• Internet Access

o A virtual private network (VPN) is a private communications network often used by companies or organizations, to communicate confidentially over a public network. A VPN can send data e.g. voice, data or video, or a combination of these media, across secured and encrypted private channels between two points.

o DSL: DSL stands for digital subscriber line. It uses ordinary telephone lines and a special modem to provide an Internet connection that can transmit high-bandwidth information to a user's computer. A DSL line can carry both data and voice signals. The data part of the line is a dedicated connection to the Internet and does not interfere with use of the telephone. DSL is high speed and is always connected to the Internet.

o Cable Internet: Cable Internet uses your local cable TV line to receive broadband Internet content. This data rate far exceeds that of modems and is about the same as DSL. Your local TV cable company is typically the cable Internet service provider.

o Dial-up access: Although Dial-Up may be available and reduce expenses, it is not recommended for an Alternative Workplace. Slow performance will affect the quality of work provided by your staff.

o Satellite Internet: If cable or DSL aren't available in your area, or if the slow dial-up access speeds are not acceptable, consider using satellite internet. It's available to you if you live in the Northern Hemisphere and have an unobstructed view of the southern sky. The service is expensive and the data rate is not as fast as a direct line, but it is a good connectivity alternative if you live in an isolated location.

You will also want to consider additional resources such as:
• Online Agency Management System (such as TAM Online or AFW Online)
• Computer Training
• Cell Phone
• Soft Skills Training Including:
o Effective Letter Writing
o Email Etiquette
o Public Speaking

An important consideration for any agency is consistency in how files are stored, applications are configured, etc. The reason is so that, if a staff member is out because of illness, termination, etc, any other member of the staff can easily slide into their position. This is also true with your virtual staff.

Some items to establish consistent methods include:
• Outlook - How folders and signature is set up
• Paper Port - If your agency uses Paper Port, the folders should be set up the same
• Voice Mail message
• How activities are recorded

Question #6
Is Agency Management Aware Of Legal Implications Of An Alternative Workplace? Tax laws are always a consideration when dealing with changes in how you manage staff. But Alternative Workplaces have created new considerations for staff working offsite. Many of these changes have been brought about by the Gramm, Leach, Bliley Privacy Act (GLBA). Some areas to consider include computers, cell phone, PDAs and other electronic devices:

• Protection of NPI (Non-Public Information) and other client data
• Method of destroying data stored at the Alternative Workplace
• Method of backing up and restoring data

Because of the legal aspects of Privacy Laws, you are advised to consult with your attorney and E&O carrier to determine your risks and resolutions.

Tips For Staying Focused
You may have up-to-date technology and training, but you must have also effective strategies that help your employee stay focused. Here are some tips that will help them:

• Start working at the same time. Treat telework days like regular workdays: get up, get dressed, and be "at your desk" at the usual time.
• Establish a schedule. Keep work hours similar to the ones you would keep if you were working at your office. Your manager and your co-workers will appreciate knowing when you'll be available.
• Limit distractions. Be careful not to replace office-based interruptions with home-based ones (such as children, neighbors, and friends).
• Plan ahead. Take the appropriate work home. Some work may be better suited for the home office than other work, so be sure to plan the telework a day ahead.
• Take breaks. Plan time to get up and move around. Consider going for a walk or a run during your lunch break to keep your mind fresh.
• Focus on objectives. Work with your manager and colleagues to define clear goals and objectives against which your performance can be objectively measured.
• Consider using instant messaging. Similar to a chat room, IM is a fast means of communicating with one or more people in real time over the Internet. IM gives you a way to show and update your communication status throughout the day. For example, when you need a couple of hours of undisturbed concentration, set your status as "Busy" and let everyone know that you'll be slower than usual to reply to e-mail messages and phone calls.