“Be more proactive” needs an example

An insurance producer leaves a meeting with three words written in a notebook:

“Take more ownership.”

The producer wants to improve. But what should change tomorrow?

Ask fewer questions? Follow up sooner? Make more decisions independently? Bring better information to the manager?

Those are different behaviors. Some might be appropriate. Others could create problems if the producer acts beyond their authority.

A useful first response is to ask for clarification. Before deciding what to change, ask for the specific situation that prompted the feedback.

Find the situation behind the label

Words like “proactive,” “confident,” and “professional” describe an impression. They do not necessarily explain how that impression formed.

Move the conversation from a broad label to something you can observe.

Try:

“I want to understand this clearly. Can you walk me through one recent situation where you wanted me to handle something differently?”

That question asks for enough detail to use the feedback.

Listen for what happened, what you did, and what the other person expected instead. Let them explain before filling in those details yourself.

An illustrative example: what does ownership mean here?

Illustrative hypothetical example: Elena, an insurance producer, hears from her manager that she needs to take more ownership.

She asks for a recent example.

The manager describes a time Elena passed a customer’s question to a colleague. Elena had forwarded the message with, “Can someone help with this?” She had not explained which decision needed review or confirmed who would handle the next step.

Elena had interpreted “ownership” as knowing the answer herself. Her manager meant making the request clear and confirming who would handle it.

Those are very different lessons.

Elena responds:

“You want me to explain which decision needs review and confirm who is taking the next step. I should still ask for help when something is outside my authority. Have I understood that correctly?”

Now there is something she can practice.

A broad criticism became useful once both people identified the behavior that needed to change. This example illustrates a conversation about expectations; it does not establish a universal procedure for handling customer requests.

Any change to customer handling should remain consistent with applicable licensing, carrier, employer, privacy, and communication-consent requirements. Taking ownership does not mean bypassing required review.

Ask about the situation, the change, and the evidence

You do not need a complicated development plan for every correction. Start with three questions.

1. Where did this show up?

Ask for a specific situation. “You always seem unprepared” is difficult to work with. A description of what was missing from Tuesday’s meeting gives you something concrete to address.

2. What would better have looked like?

Ask what the person wanted you to do differently in that situation. Focus on an action you can practice, such as preparing information or confirming responsibility for a task.

3. What would show that I am improving?

Agree on something observable. In Elena’s example, her manager could review whether the next relevant handoff clearly identifies the question and who is responsible for the next step.

This is a learning check. It does not guarantee promotion, sales, employment, or other results.

Clarifying does not require agreeing with everything

Sometimes feedback is incomplete. Sometimes two people remember an event differently. Sometimes expectations were never explained.

You can acknowledge a useful correction while raising a factual concern:

“I understand the change you’re asking for. There is one detail I’d like to clarify so we address the right problem.”

Stay specific. Describe the event without guessing at someone’s motives.

If you lead a team, offer the example when you give feedback. Explain the expected behavior and invite questions, so the person understands what to practice.

Your next action

Choose one piece of feedback you have received but still cannot translate into action.

Write down three questions:

  • What happened?
  • What should change?
  • What would improvement look like?

If you cannot answer them, ask for a short clarification.

You do not have to turn every correction into a verdict on your ability. Turn it into something you can understand and practice.

Continue reading: Become More Valuable as Work Changes.

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Your Coverage Coach provides general education and professional-development information, not individualized professional advice. Verify current requirements and apply your own professional judgment.