Like many young people fresh out of college, Elizabeth Hobdy Jones began her career journey equipped with a lot of heart and ambition. However, landing a full-time job proved to be a frustrating process. After getting passed over by several insurance companies, Jones’s luck changed when she signed her contract to become a Farmers Insurance® agency owner. Although she was new to the industry, she was more than ready to rise to the challenge.
“Farmers gave me the opportunity of a lifetime,” she says. “When they told me the decision was mine to make, I took the leap.”
Today, Jones is an agency owner in Gallatin, Tennessee, where she is supported on her journey to success while continuously achieving professional growth.
“I always tell people that rejection led me to Farmers,” she explains. “However, that first season working with Farmers taught me so much that I’ve used throughout my career.”
Here, Jones shares the qualities she looks for when hiring new staff members and the valuable lessons she’s gleaned from working with Farmers for over 12 years.
How do you approach staffing needs at your agency? What skills and qualities are you looking for when hiring new staff?
Staffing is essential to growth—an important fact I learned several years ago. When hiring new employees, I look for people with a servant’s heart. I need candidates who can work with customers from all walks of life. In my personal experience, I’ve found that people without an insurance background work best for me and my team. This allows you to mold someone into who you want them to be.
How does your staff contribute to the overall success of the agency?
I tell everyone I staff out my weaknesses—that’s the key! Creating and implementing goals for your staff is important, but you also have to set them up for success. When I make my business plan every year, I take all the goals I want to accomplish and divvy them up among my team members.
What does the onboarding process look like at your agency?
I do three interviews in total—one being with several members of my team—to ensure the new hire will be a good fit with everyone. I also review our team culture and confirm the person understands our expectations. I list everything in my handbook, including their job description and responsibilities, and make them sign this.
Are certain members of your staff specialized, or do team members share responsibility throughout the agency?
I’ve found that it’s best to departmentalize. I have a sales and service team. My passion and strength are marketing and leading my team, so I oversee that.
What strategies or internal initiatives have you taken to ensure employee satisfaction and retain top talent? How do you keep your team motivated?
I learned what makes each team member motivated. For some, it’s time off; some are motivated by money; some are energized by the opportunity to take trips. Whatever motivates them is how I incentivize them.
What are some of the unique challenges of owning an agency? What valuable lessons have you learned, and how have you incorporated that wisdom into leading your staff?
Owning an agency is the world’s greatest opportunity! There are hard times, but the rewards far outweigh the difficult moments. As a leader, I’ve learned how to balance boundaries with love. Your team must look up to you, but it’s also important to treat and pay them well.
