At the Benefits Selling Expo in May, I was invited to speak onthe topic of “Brokers under pressure.” The theme was that pressurecreates the need for change—and during the discussion we coveredsome tools for managing change effectively.

Of course, there is no single plan of action that can be used byevery broker to solve the issues driven by these differentpressures. Each pressure can be seen as an opportunity. Sun Tzuwrote in The Art of War: “Opportunities multiply as they areseized.” Effective responses are going to result in some form ofchange for the broker’s organization.

Before going into some of the alternatives facing brokers,consider the tools that can help brokers plan and manage changeeffectively. A good starting point is for each individual toconsider how they personally react to change.

As an example, we considered the various ways people havereacted to the tablet computer— some of us bought a tablet whenthey first came out, and have upgraded once or twice since then,while many others have purchased one along the way, and stillothers are on the sidelines. Some people, by nature, are earlyadopters and innovators while others are traditionalists and maynever change.

The same is true of brokers reacting to such pressures asregulatory changes. Some embraced changes in their organization asa result of PPACA as soon as it was passed. Others have commencedchange as time has gone on while some are waiting for the SupremeCourt to rule, or for exchanges to become a reality. None of thesereactions is right or wrong per se, because they reflect anorganization’s approach to change.

Continuing our focus on PPACA, a broad range of strategies isbeing used to turn its pressures into innovations. Theyinclude:

Packaging voluntary products more aggressively. This can be togenerate revenue for the broker, or to fill gaps in the employer’smedical benefit plans, or both.

Offering wellness programs to employer clients, ranging fromrelatively passive web tools to active programs that incentwellness through lower premium shares for employees.

Advising employers more aggressively on cost saving medicalbenefit plan designs.

Considering changes in the broker’s compensation structure toemphasize fee-based compensation versus commissions—or viceversa.

Once you’ve established a change strategy, it’s helpful to thinkthrough how your customers will react to the change, because in ourbusiness we have to change what we do, and we also have to changehow our customers react to our offerings. A starting point is todefine the WIIFM (what’s in it for me) for every level ofcustomer.

That means defining the value of your new idea to benefitmanagers, to executives, and to employee associates and theirfamilies. A good WIIFM statement will be the essence of yourelevator speech about the idea—the quick discussion points thateither fascinate your audience or leave their interest flat. It should immediately inform the client why the change is good forthem, how they should adopt it, and finally what you propose. It’sa common error to start telling customers what you propose beforethey understand why or how.

There’s nothing constant except change. Brokers are under morepressure today than ever before, and pressure creates theopportunity to change in a positive way.