My father, Charlie “Tremendous” Jones, was a powerhouse in the insurance industry. As a manager for The Mutual of New York in Harrisburg, PA, he received every award for Manpower Development, Persistency, and Production Results during his decade-long tenure. When his agency surpassed $100 million in force, he left to focus on improving agency systems as a consultant and lecturer. Many of you know his first book, Life is Tremendous, an international best-seller that’s never been out of print. His enduring words still resonate: “You’ll be the same person five years from now except for two things: the people you meet and the books you read.”
I’ve seen firsthand how powerful the insurance vocation is—their support is why Tremendous Leadership continues to thrive. Recently, while preparing a keynote on Prioritizing Employee Development: The Key to Retaining Top Talent, I rediscovered a speech my father delivered in 1966 at the 11th Annual Home Office Management Conference at LSU. It felt providential—nearly 60 years later, the keys to retention remain just as vital. Below are his timeless insights, followed by my perspective on retention today.
Lessons in Retention
From my father’s speech:
"RETENTION is highly important to an agency or company; I, like so many, learned this the hard way. In my first year as a manager, we contracted 29 new agents—an impressive number with tremendous production. But I eventually lost 28 of them. That painful experience taught me these critical lessons:
- Poor supervision is worse than no supervision. I thought appointing assistant managers would solve our retention issues, but without the right leaders, this approach backfired. I learned that supervision is not a luxury; it’s a necessity that must be done well.
- Recruiting with heart is key. Over time, I realized retention isn’t about molding individuals into a single ideal. Instead, it’s about finding people whose values and spirit align with the agency’s mission. Mutual respect, confidence, and a shared belief that this is the greatest company on earth form the foundation of retention.
- It’s about bringing out, not forcing in. Most of us are convinced we can’t force anything into a person, but we have a lot to learn about how to bring out the things that are there, that only dedicated management can reveal. This requires mutual respect, trust, and a bond built on appreciation. When we start learning with the individual in the world of reality—rather than relying on outdated methods that produce losses—we can discover what drives them to succeed.
- Focus on developing long-term loyalty. Most of our problems stem not from rookies failing to learn, but veterans forgetting why they joined in the first place. By fostering a positive environment where the purpose is constantly reinforced, organizations can re-engage seasoned team members and inspire loyalty across the board.
Our biggest challenge as leaders is to capture the heart. Poor selection and training lead to high turnover, while thoughtful hiring and development foster success. Retention is like a courtship—building long-term relationships requires trust, alignment, and shared purpose. Ultimately, personnel development is the heart of our success.”
Timeless Truths in Retention
As leaders, we must continually ask ourselves: Why me? Why do my employees stay? The answer lies in addressing five essential elements I call the 5 Vs:
- Virtue: Leaders must embody transparency, ethics, and authenticity to earn trust.
- Valued: Employees need to feel their contributions matter and their efforts are recognized.
- Vision: A clear and inspiring future direction keeps the team motivated and united.
- Values: Alignment between personal and organizational values fosters loyalty and engagement.
- Victorious: Employees need to see a path to success and feel empowered to achieve it.
Retention isn’t just about keeping people—it’s about engaging their hearts and minds. We must inspire a sense of belonging, alignment, and shared purpose.
Moving Forward
My father’s advice resonates even more today. He often said, “You can lead a horse to water, but you can’t make him drink.” But he always added, “But you can put salt in his oats and make him thirsty.” As leaders, we must inspire hunger and thirst in our teams—igniting their passion to be part of something tremendous.
Let’s embrace the challenge of retaining top talent with strategies rooted in heart, trust, and vision. I hope these reflections encourage you to consider new retention initiatives and invest in your people—because we can’t get it right without the right people.
Dr. Tracey C. Jones is a leadership expert, author, and speaker. She can be reached at tjones@tremendousleadership.com.
