What do you do if you're an insurance broker racing against proposal submission deadlines?

Focus on high-value clients, delegate tasks, leverage technology for quotes, and communicate clearly with clients & insurers to manage expectations. Prioritize ruthlessly, delegate tasks, use tech for quotes, and communicate openly to manage expectations.

If you're an insurance broker racing against proposal submission deadlines, you prioritize tasks, focus on key client needs, and ensure all necessary information is gathered accurately and swiftly for timely submission.

Como corredor de seguros enfrentando plazos de propuestas, es clave priorizar tareas y comunicar el valor de cada oferta. Identifique y aborde primero los elementos más críticos, como obtener cotizaciones y detalles clave del cliente. En la presentación, más allá de centrarse en el costo, explique claramente los beneficios y servicios adicionales de cada opción. Esto no solo ayuda a cumplir con las fechas límite, sino que también asegura que el cliente entienda por qué algunas propuestas pueden ser más costosas pero ofrecen mayor valor, fomentando decisiones informadas y construyendo relaciones de confianza.

To meet proposal deadlines as an insurance broker, prioritize tasks, allocate time efficiently, utilize templates for speed, and communicate effectively with stakeholders.

Setting a realistic schedule to meet a deadline is a given for most managers- if time seems suddenly too short, then something must have changed that your schedule did not account for. Whatever was the cause of the change, you must find it and make certain that it won't make things even more difficult. Then it's a matter of updating or re-writing your schedule to reflect what needs to be done in the time left

Focus on completing proposals with imminent deadlines first, then work your way down to those with more time. Allocate time efficiently, delegate tasks if possible, and maintain clear communication with clients to manage expectations effectively.

Even the best schedule can't create more time for you to get things done-- but managers can. A good manager will be familiar with times-saving assistance that are used with digital devices. Getting things done in less time makes it easier to keep a schedule that is always up to date. And with a schedule that has more time on it, a good manager can find ways to re-arrange schedule items, addressing the higher-priority tasks first

In my experience FTR(First time right) matters the most. If you have all the documents in place and you have a clear communication with client than you can submit proposal in time and in one go. Most delays happen due to multiple follow-up and lack of documentation.

When a deadline looms, after you've found out why you are off-schedule, and dutifully prioritized tasks and rewritten your schedule, your next most important task is to communicate all changes to everyone who is contributing. And this goes for stakeholders and/or customers as well. Stakeholders may be able to get you additional resources, and customers may accept a request for changes to one or more the submission details.

You've assessed the situation, created a new schedule, and have informed everyone of the project's new status. Next it's time to re-adjust responsibilities. Too often team leaders end up taking on more and more work. Rather than letting your leadership suffer, delegate tasks so all persons are working in their arenas of expertise. Consider on-boarding additional team members so that no one spread too thin.

If nothing else, everything a program manager does is in service to simply staying organized. While extremely important for finishing a project on time, staying organized also uses up a lot of time. By keeping things organized, your giving time back to the people on the team, time they can use to hunker down and give tasks their full attention.

If you've successfully herded the cats and finished the project, it is essential to thoroughly review everything before submitting your work. Mistakes are easy make, and miss, in a time crunch, so look closely to confirm perfection. Also be sure to review the processes that got you and your team here- sometimes the ends don't justify the means, so revisit key moments and make note of the things that held your team back, and those that were essential to the process.

Communicate where you are in the process with the prospect, so they know you are working on a solution for them. After presenting the proposal in person or online, create a video with the main advantages of going with your proposal over the competition. It's a nice way to remind them of your strengths and your contact can share it with other decision makers that weren't at the meeting.

Once you've handed in your final submission, everything's done and now you just wait for a response, right? No. Post-mortems are essential, to tighten up processes, templatize procedures, and make sure all of your notes and documentation meets archiving requirements. One good sign that a project went well is when it is used as a guide on future projects.