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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
The in-and-out burger approach in PNC insurance.
Why?
Simplicity is the secret sauce.
We're going to nail it rightnow on the Insurance Dudes.
Insurance dudes are on amission to escape being
handcuffed by our agencies.
How?
By uncovering the secrets tocreating a predictable,
consistent and profitable agencysales machine.
(00:22):
I am Craig Prutzinger, I amJason Feldman.
We are agents.
We are insurance dudes.
All right, craig the Paradox ProPretzinger here, welcome back
to the insurance dudes.
Insurance dudes and dudettes.
We are grateful to have you.
Make sure you hit thatsubscribe button and if you
(00:43):
haven't done a review, please,we need some five stars.
We'd love it.
The other dudes that are guysare beating us.
The insurance guys have morereviews.
Come on, what are you doingover here?
All right, I'm Craig Pretzinger.
Craig the Paradox ProPretzinger, and I am flying solo
today with a mind-bendingepisode that's going to change
(01:05):
the way you think about yourchoice, about choice.
Not your choice, well, yourchoice, but choice in business
and in life.
You may be wondering where MrJason is.
Well, if you stick around, Iwill tell you, but you're not
going to hear it till the end.
So let me ask you a questionhave you ever found yourself
(01:25):
standing in the cereal aisle, oreven the diaper aisle you know,
diaper cereal paralyzed by theendless options, like lots of
stuff, right?
Or maybe you've been scrollingthrough Netflix trying to figure
out what to watch.
What's the next big bench?
I don't have any ideas.
And if you do, please emailthem over to emilyattheidudescom
(01:47):
, because I do need to show.
If you had that problem and Ibet you have, because I have too
you've experienced the paradoxof choice.
This is an actual thing.
So in today's world, we get hitwith options every single turn.
It doesn't matter where you go.
Right, you could be on the golfcourse, you're going to see an
(02:12):
ad right on a bench.
So it seems like life is.
It's like they're trying totell us that more is always
better.
But what if I told you thathaving too many choices can
actually make us less satisfiedand less productive?
Yeah, I know it'scounterintuitive and it kind of
sounds crazy, but it's backed byscience.
Yep, that thing's science.
So in this book called theParadox of Choice, psychologist
(02:34):
Barry Schwartz, very famouspsychologist he argues that an
abundance of options can lead todecision fatigue, to anxiety,
even to depression.
Lead to decision fatigue, toanxiety, even to depression.
So what does that mean for usas insurance professionals.
Well, think about your agency.
How many products do you offer?
How many carriers do you workwith?
How many marketing channels doyou use?
(02:56):
Can you see where it's going?
That's a lot of differentthings.
All of a sudden, you have aspider web.
If your answer is as many aspossible, which I used to say,
you might be falling into theparadox of choice trap.
So by trying to be everything toeveryone, you can end up
spreading yourself too thin andconfusing your customers.
So what's the alternative?
(03:17):
Pretty simple, right, focus onless to achieve more.
So let's take an example.
Look at Progressive.
Yeah, progressive Insurance,that's the one.
So they built their entirebrand around one product.
What was that?
Car insurance.
Right, they specialized in onespecific niche and they were
(03:39):
able to streamline theiroperations.
As a result, they createdtargeted marketing campaigns and
they provided seamless customerexperience.
They got really good at onething.
They got really good at aprocess and they ran with it.
Right, they scaled it.
Look at In-N-Out.
There's other fast food chainsand they have menus that rival
war and peace in length.
(04:00):
Right, you could put everythingon the menu in length.
Right, like you could puteverything on the menu and
In-N-Out has three burgeroptions, three and then the
hidden menu stuff which, if youdon't know about, there's a
hidden menu.
You can get animal style andyou get the fries animal style
and you get the burger animalstyle.
If you are, this is a good idea.
If you are going to do In-N andout, I would highly encourage
(04:24):
you to get animal style, bothtype of onions, so they'll put
the grilled onions and the rawonions no-transcript bellissimo.
So they win all these awardsright.
They're consistently ranked asthe most popular and profitable
(04:46):
fast food chains in the country.
Well, less is more, right, theygot it right.
They're doing it right.
So you narrow your focus, yousimplify your offerings.
You can actually create morevalue for your customers and
your success.
Now you may be thinking but Iwork, I affiliated with a
(05:06):
captive.
I can't.
I can't choose what products Ioffer, what I don't, or whatever
.
And of course you can't.
It's just because the menu hasthis whole slew of different
things.
That doesn't mean you're notgoing to sell those things.
It just means that's not thefocus right.
If the company is hammering onhome and auto which a lot of
(05:28):
places that's what it's going tobe right.
That should be the focus.
Home and auto.
Yes, of course we're going tosell the motorcycle and the ATV
and all the other stuff, right,but the focus, the process like
in our agency, the process isbuilt around the telefunnel and
it's all auto leads, it's all webuy, right?
200 auto leads a day goes tothe callers, the callers
(05:48):
transfer to the team, the teamcloses it.
It's the same process over andover and over.
And when we're, when it startsto hit, when, when the leads are
are with, the cost per salesstarts dropping and it gets
really good, we crank it up.
Right, it's already working.
It's a money machine, so yougot to put more into it.
So that's in business, right,it doesn't mean all this stuff.
(06:12):
The simplicity isn't just forbusiness, which is amazing
because there's so much overlapnow.
Right, it's also a powerfultool for personal growth and
happiness, right, everybody'ssearching for happiness, right,
and they're searching on theoutside for happiness, which is
the sad part because it comesfrom the inside.
So, without getting too goofyhere, think about that for a
(06:33):
second though.
How often do you find yourselfoverwhelmed by the number of
decisions you got to make eachday, from what to wear and what
to eat, to which project totackle, from which thing to hit
off the list that you have.
But which to-do list?
I mean, how many differentto-do lists.
So many things.
Right, the choices are endless,mr Jason.
I talk about it all the time.
He's like Mr Craig.
(06:54):
There's so many things and Isay yes, mr Jason, so many.
And I say yes, mr Jason, somany.
And we ponder on that becauseit's endless.
How many texts do you get?
How many Slack messages do youget?
How many messenger messages?
How many Instagram?
It goes on and on and on and on.
Right the constant.
So what if you could streamlinedecision-making?
(07:14):
Right?
Less things for the RAM up hereto have to process, right, the
executive memory needs toprocess, or executive function
needs to process that stuff.
Well, if there's less tasks toprocess, tasks every time I hear
tasks, I think AI that's onething right Is how can we
offload?
And if there's things that wecan offload, can we automate
(07:37):
them?
That's even better, right?
But now I'm going to introducesomething that I think is really
important.
It's called the power ofconstraints, right?
So constraints are settingthese limits right Intentionally
.
Intention is very importanthere.
It's key.
We have to set an intentionbehind our choices, because then
we're going to, then weactually are going to follow
(07:58):
through with them, and if weintentionally limit our options,
we can actually break free andbe more productive, right, and
if we're more productive, we'remore fulfilled.
If we're more fulfilled, yougot it.
Bingo happy, right?
So, for example, what if youcommitted to wearing the same
outfit every day?
Now I know that the insurancedoodads out there are going to
(08:19):
say, oh hell, no, right, that'sfine, I get it, and I do not
think that that is ageneralization.
That is my experience that it'sgoing to work out that way,
however.
So maybe the dudes could do it.
Maybe the dudes could do it.
I can't, I can't either.
I like the ladies.
(08:39):
I like to wear some differentstuff, not nice stuff, but
colorful.
You know, I like to switch itup.
Mr Jason, he'll wear the samething every day, no problem.
I think he got rid ofeverything, has a whole closet
full of black shirts and I thinkcargo shorts from the 80s that
he still has, and I think cargoshorts from the 80s that he
(09:00):
still has.
What about Zuck?
Mark Zuckerberg owns half aKauai, wears the same clothes
every day.
Steve Jobs dead, but wore thesame clothes every day.
See something here Zuck JobsFeltman, zuck Jobs, feltman.
Imagine how much time, though,how much mental energy, you
(09:21):
would save by not having todecide what to wear each morning
.
Right, think about that.
Like.
For me, I don't need to worryabout this, even though I wear
different things, because Idon't think about it.
Sometimes my wife looks at meand says you're going to go to
the office dressed like that andI say, yeah, I don't talk to
(09:42):
the clients, I'm in here, right,so it's fine.
If I'm in a meeting, sure, I'mgoing to wear a suit or whatever
, but for the most part, just Iwant to be comfortable and
that's important and I don'thave to take any time to think
about it.
If you find that you're spendingan hour and a half getting
ready, I don't know, that couldbe something to look at, because
(10:05):
an hour and a half times 300 ortimes 250, however many days a
year that are being workedstarts to add up.
Right, is there a commute?
Could you have a closer office?
Could you move closer?
What if you applied the 80-20rule to your to-do list?
We talked about that, right,20% of the things you do produce
(10:26):
80% of the results.
Well, if we know that, then whyare we doing 80% of the things
and leaving off the 20?
And the 20 that we're leavingoff are probably the ones that
are generating the most activityor the best results.
However, it's just a little bitmore work, so we put those off.
I'm letting you think about thatas I take my sip of my monster
(10:48):
Sponsored by Monster.
All right, so to-do list,prioritize it.
Chop off the bottom 80%.
Look, your day just got shorter.
Perfect.
Right Now you can spend it onother things.
If you pick up Tim Ferriss'4-Hour Workweek fantastic book,
it makes you think differently.
Think about how Tim Ferrissoperates and what he does.
(11:10):
He spends most of his timewalking and thinking how nice is
that?
Right, but how much of yourtime at the office?
When I did a time audit, theamount of time spent was
remarkable, right, that was justwasted.
I'm just here so I could behere not necessarily here and
(11:30):
being effective, and thencapturing those extra hours and
going, hiking and doingsomething.
That's more enjoyable, right?
So this paradox of choice.
It may that's more enjoyable,right.
So this paradox of choice.
It may seem counterintuitive,right, I get it, but it's a
powerful tool.
It's going to work in both.
So here's my challenge.
This is my challenge to youTake a hard look at your agency.
(11:51):
Take a hard look at your life.
Where can you simplify?
Can you cut back anything right?
Can you make it where yourbrain doesn't have to process as
much information becausesomebody else can do it?
I found that I was holding ontoa lot of things, thinking that
I'm the only one that couldhandle it, and I started to
think about wow, that'sinteresting If I believe that
(12:13):
I'm the only one that can handleit.
I am now a prisoner and I didnot want to be a prisoner of
those tasks.
So where can you apply thepower of constraints so you can
limit what's on the list, limitwhat you say yes to, and pass
that stuff off?
If you need help getting started, I went ahead and created a
worksheet for you.
It's called the paradox ofchoice Simplify your way to
(12:35):
success.
It's a step-by-step guide todoing this, everything I just
talked about.
It's going to walk you throughit.
So you go down there and, asyou're passing the subscribe
button, you click the subscribebutton, you scroll just a little
bit farther and there's a linkto a Google sheet, click it and
then you're just going to make acopy or download it.
You can't get into that one,otherwise everybody would write
(13:00):
on it, and then the one thateverybody gets to be messed up,
so you just have to download it.
All right, that is it.
We appreciate it.
I know that, mr Jason.
Let me see if I can channelsome of his.
Yes, this is Mr Jason.
Thank you for listening.
Now I don't know.
The in-and-out burger approach in PNC insurance.
Why?
Simplicity is the secret sauce.
We're going to nail it rightnow on the Insurance Dudes.
Insurance dudes are on amission to escape being
handcuffed by our agencies.
How?
By uncovering the secrets tocreating a predictable,
consistent and profitable agencysales machine.
(00:22):
I am Craig Prutzinger, I amJason Feldman.
We are agents.
We are insurance dudes.
All right, craig the Paradox ProPretzinger here, welcome back
to the insurance dudes.
Insurance dudes and dudettes.
We are grateful to have you.
Make sure you hit thatsubscribe button and if you
(00:43):
haven't done a review, please,we need some five stars.
We'd love it.
The other dudes that are guysare beating us.
The insurance guys have morereviews.
Come on, what are you doingover here?
All right, I'm Craig Pretzinger.
Craig the Paradox ProPretzinger, and I am flying solo
today with a mind-bendingepisode that's going to change
(01:05):
the way you think about yourchoice, about choice.
Not your choice, well, yourchoice, but choice in business
and in life.
You may be wondering where MrJason is.
Well, if you stick around, Iwill tell you, but you're not
going to hear it till the end.
So let me ask you a questionhave you ever found yourself
(01:25):
standing in the cereal aisle, oreven the diaper aisle you know,
diaper cereal paralyzed by theendless options, like lots of
stuff, right?
Or maybe you've been scrollingthrough Netflix trying to figure
out what to watch.
What's the next big bench?
I don't have any ideas.
And if you do, please emailthem over to emilyattheidudescom
(01:47):
, because I do need to show.
If you had that problem and Ibet you have, because I have too
you've experienced the paradoxof choice.
This is an actual thing.
So in today's world, we get hitwith options every single turn.
It doesn't matter where you go.
Right, you could be on the golfcourse, you're going to see an
(02:12):
ad right on a bench.
So it seems like life is.
It's like they're trying totell us that more is always
better.
But what if I told you thathaving too many choices can
actually make us less satisfiedand less productive?
Yeah, I know it'scounterintuitive and it kind of
sounds crazy, but it's backed byscience.
Yep, that thing's science.
So in this book called theParadox of Choice, psychologist
(02:34):
Barry Schwartz, very famouspsychologist he argues that an
abundance of options can lead todecision fatigue, to anxiety,
even to depression.
Lead to decision fatigue, toanxiety, even to depression.
So what does that mean for usas insurance professionals.
Well, think about your agency.
How many products do you offer?
How many carriers do you workwith?
How many marketing channels doyou use?
(02:56):
Can you see where it's going?
That's a lot of differentthings.
All of a sudden, you have aspider web.
If your answer is as many aspossible, which I used to say,
you might be falling into theparadox of choice trap.
So by trying to be everything toeveryone, you can end up
spreading yourself too thin andconfusing your customers.
So what's the alternative?
(03:17):
Pretty simple, right, focus onless to achieve more.
So let's take an example.
Look at Progressive.
Yeah, progressive Insurance,that's the one.
So they built their entirebrand around one product.
What was that?
Car insurance.
Right, they specialized in onespecific niche and they were
(03:39):
able to streamline theiroperations.
As a result, they createdtargeted marketing campaigns and
they provided seamless customerexperience.
They got really good at onething.
They got really good at aprocess and they ran with it.
Right, they scaled it.
Look at In-N-Out.
There's other fast food chainsand they have menus that rival
war and peace in length.
(04:00):
Right, you could put everythingon the menu in length.
Right, like you could puteverything on the menu and
In-N-Out has three burgeroptions, three and then the
hidden menu stuff which, if youdon't know about, there's a
hidden menu.
You can get animal style andyou get the fries animal style
and you get the burger animalstyle.
If you are, this is a good idea.
If you are going to do In-N andout, I would highly encourage
(04:24):
you to get animal style, bothtype of onions, so they'll put
the grilled onions and the rawonions no-transcript bellissimo.
So they win all these awardsright.
They're consistently ranked asthe most popular and profitable
(04:46):
fast food chains in the country.
Well, less is more, right, theygot it right.
They're doing it right.
So you narrow your focus, yousimplify your offerings.
You can actually create morevalue for your customers and
your success.
Now you may be thinking but Iwork, I affiliated with a
(05:06):
captive.
I can't.
I can't choose what products Ioffer, what I don't, or whatever
.
And of course you can't.
It's just because the menu hasthis whole slew of different
things.
That doesn't mean you're notgoing to sell those things.
It just means that's not thefocus right.
If the company is hammering onhome and auto which a lot of
(05:28):
places that's what it's going tobe right.
That should be the focus.
Home and auto.
Yes, of course we're going tosell the motorcycle and the ATV
and all the other stuff, right,but the focus, the process like
in our agency, the process isbuilt around the telefunnel and
it's all auto leads, it's all webuy, right?
200 auto leads a day goes tothe callers, the callers
(05:48):
transfer to the team, the teamcloses it.
It's the same process over andover and over.
And when we're, when it startsto hit, when, when the leads are
are with, the cost per salesstarts dropping and it gets
really good, we crank it up.
Right, it's already working.
It's a money machine, so yougot to put more into it.
So that's in business, right,it doesn't mean all this stuff.
(06:12):
The simplicity isn't just forbusiness, which is amazing
because there's so much overlapnow.
Right, it's also a powerfultool for personal growth and
happiness, right, everybody'ssearching for happiness, right,
and they're searching on theoutside for happiness, which is
the sad part because it comesfrom the inside.
So, without getting too goofyhere, think about that for a
(06:33):
second though.
How often do you find yourselfoverwhelmed by the number of
decisions you got to make eachday, from what to wear and what
to eat, to which project totackle, from which thing to hit
off the list that you have.
But which to-do list?
I mean, how many differentto-do lists.
So many things.
Right, the choices are endless,mr Jason.
I talk about it all the time.
He's like Mr Craig.
(06:54):
There's so many things and Isay yes, mr Jason, so many.
And I say yes, mr Jason, somany.
And we ponder on that becauseit's endless.
How many texts do you get?
How many Slack messages do youget?
How many messenger messages?
How many Instagram?
It goes on and on and on and on.
Right the constant.
So what if you could streamlinedecision-making?
(07:14):
Right?
Less things for the RAM up hereto have to process, right, the
executive memory needs toprocess, or executive function
needs to process that stuff.
Well, if there's less tasks toprocess, tasks every time I hear
tasks, I think AI that's onething right Is how can we
offload?
And if there's things that wecan offload, can we automate
(07:37):
them?
That's even better, right?
But now I'm going to introducesomething that I think is really
important.
It's called the power ofconstraints, right?
So constraints are settingthese limits right Intentionally
.
Intention is very importanthere.
It's key.
We have to set an intentionbehind our choices, because then
we're going to, then weactually are going to follow
(07:58):
through with them, and if weintentionally limit our options,
we can actually break free andbe more productive, right, and
if we're more productive, we'remore fulfilled.
If we're more fulfilled, yougot it.
Bingo happy, right?
So, for example, what if youcommitted to wearing the same
outfit every day?
Now I know that the insurancedoodads out there are going to
(08:19):
say, oh hell, no, right, that'sfine, I get it, and I do not
think that that is ageneralization.
That is my experience that it'sgoing to work out that way,
however.
So maybe the dudes could do it.
Maybe the dudes could do it.
I can't, I can't either.
I like the ladies.
(08:39):
I like to wear some differentstuff, not nice stuff, but
colorful.
You know, I like to switch itup.
Mr Jason, he'll wear the samething every day, no problem.
I think he got rid ofeverything, has a whole closet
full of black shirts and I thinkcargo shorts from the 80s that
he still has, and I think cargoshorts from the 80s that he
(09:00):
still has.
What about Zuck?
Mark Zuckerberg owns half aKauai, wears the same clothes
every day.
Steve Jobs dead, but wore thesame clothes every day.
See something here Zuck JobsFeltman, zuck Jobs, feltman.
Imagine how much time, though,how much mental energy, you
(09:21):
would save by not having todecide what to wear each morning
.
Right, think about that.
Like.
For me, I don't need to worryabout this, even though I wear
different things, because Idon't think about it.
Sometimes my wife looks at meand says you're going to go to
the office dressed like that andI say, yeah, I don't talk to
(09:42):
the clients, I'm in here, right,so it's fine.
If I'm in a meeting, sure, I'mgoing to wear a suit or whatever
, but for the most part, just Iwant to be comfortable and
that's important and I don'thave to take any time to think
about it.
If you find that you're spendingan hour and a half getting
ready, I don't know, that couldbe something to look at, because
(10:05):
an hour and a half times 300 ortimes 250, however many days a
year that are being workedstarts to add up.
Right, is there a commute?
Could you have a closer office?
Could you move closer?
What if you applied the 80-20rule to your to-do list?
We talked about that, right,20% of the things you do produce
(10:26):
80% of the results.
Well, if we know that, then whyare we doing 80% of the things
and leaving off the 20?
And the 20 that we're leavingoff are probably the ones that
are generating the most activityor the best results.
However, it's just a little bitmore work, so we put those off.
I'm letting you think about thatas I take my sip of my monster
(10:48):
Sponsored by Monster.
All right, so to-do list,prioritize it.
Chop off the bottom 80%.
Look, your day just got shorter.
Perfect.
Right Now you can spend it onother things.
If you pick up Tim Ferriss'4-Hour Workweek fantastic book,
it makes you think differently.
Think about how Tim Ferrissoperates and what he does.
(11:10):
He spends most of his timewalking and thinking how nice is
that?
Right, but how much of yourtime at the office?
When I did a time audit, theamount of time spent was
remarkable, right, that was justwasted.
I'm just here so I could behere not necessarily here and
(11:30):
being effective, and thencapturing those extra hours and
going, hiking and doingsomething.
That's more enjoyable, right?
So this paradox of choice.
It may that's more enjoyable,right.
So this paradox of choice.
It may seem counterintuitive,right, I get it, but it's a
powerful tool.
It's going to work in both.
So here's my challenge.
This is my challenge to youTake a hard look at your agency.
(11:51):
Take a hard look at your life.
Where can you simplify?
Can you cut back anything right?
Can you make it where yourbrain doesn't have to process as
much information becausesomebody else can do it?
I found that I was holding ontoa lot of things, thinking that
I'm the only one that couldhandle it, and I started to
think about wow, that'sinteresting If I believe that
(12:13):
I'm the only one that can handleit.
I am now a prisoner and I didnot want to be a prisoner of
those tasks.
So where can you apply thepower of constraints so you can
limit what's on the list, limitwhat you say yes to, and pass
that stuff off?
If you need help getting started, I went ahead and created a
worksheet for you.
It's called the paradox ofchoice Simplify your way to
(12:35):
success.
It's a step-by-step guide todoing this, everything I just
talked about.
It's going to walk you throughit.
So you go down there and, asyou're passing the subscribe
button, you click the subscribebutton, you scroll just a little
bit farther and there's a linkto a Google sheet, click it and
then you're just going to make acopy or download it.
You can't get into that one,otherwise everybody would write
(13:00):
on it, and then the one thateverybody gets to be messed up,
so you just have to download it.
All right, that is it.
We appreciate it.
I know that, mr Jason.
Let me see if I can channelsome of his.
Yes, this is Mr Jason.
Thank you for listening.
Now I don't know.
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