When it comes to increasing production in the insurance industry, we are, in many ways, in the same place we’ve always been.

And no wonder: Even though we invest a lot of money in sales training and costly programs, our staff often remains much the same. It’s like that latest seminar, book or online series—unless you choose to learn the how-to’s of change, nothing dramatically different will ever happen. I often say it’s a disservice to ask ourselves to do something different when the way we relate to it hasn’t changed.

So how to you learn to do something different? Let’s start with agency managers and principals. I believe you can't improve the business without first improving its leaders—and you can't give those leaders greater freedom and happiness without re-shaping the business.

First, begin by asking yourself—and each other–some thought-provoking questions:

1) What’s present? This question should stir up both positive and negative responses. Whatever is present includes the things that really challenge you—the real struggles you can never seem to overcome. Positive responses might look something like:

• Overall atmosphere of people who care about the firm
• Skilled people
• Good customers for placing business

Meanwhile, negatives might look something like:

• Personality conflicts
• Stress
• Clients complaining that your product or service costs too much or that they have lost traditional customer service

2) What’s missing? The same guidelines apply here. A few common responses:

• Training and education
• Guidance
• Communication between departments
• Accountability
• An electric can opener

3) How do you contribute to what’s missing? This can be a great exercise in self-reflection vs. self-blame. The responses you bring up here should be honest, objective realizations regarding the influence you have in the organization.

I’ve met many principals who are great producers, but not great managers of people. This one can be perplexing, but you should try to uncover are the things you as a principal instill into the culture that already exists at your agency.

It’s important to realize things work the way they do because at some level, everyone involved in the day-to-day operations of a business have had a hand in what is currently in place. Your current situation did not drop from the sky on an asteroid. It’s the result of many small and some big decisions by all the people in your organization—including you as a principal. The good news is that you can redirect negative consequences through the will to act in a different way, for a different purpose.

Better yet, you can accomplish this without shifting blame or making someone else “wrong.” It’s the first step in creating an environment truly built upon responsibility, accountability and self-government.

Take some time to reflect on the way you act with your staff. Are you demanding and difficult, creating a culture of overload? Or are you a passive conflict avoider, creating a culture where no one feels comfortable bringing issues out into the open and resolving them? One of the ways to view objective feedback is to think about what your staff says about you when you’re not in the room, and then break apart the “why”—what has occurred, objectively, that would result in the current situation?

4) What possibilities exist for your organization? Answers to this question might include:

• An exciting future of growth and success
• More productivity from sales staff
• Greater relationships with your customers
• Opportunities for acquisition
• Better team effort from account managers

Ask yourselves what you will do within the next few days, and involve your management team to make it happen. Ask questions like, “By when can we meet on this?” “What will Kathleen report on?” “What will Jamie bring to the table?” “How will we reach our goal?” “What are the obstacles that may get in the way?”

It’s easy to make statements that seem lofty and full of visionary insight, but what will you do differently to compel action with the goals and objectives you have spent time creating? That should be the follow-up response to this question.

Brandie Hinen is founder & CEO of Powerhouse Learning.