BIG HITTERS 2022Nov14 Pre-call Recruiting Tips Brad Girard & BHC Bill Whittle

Brad Gerard, a top leader in Canada, shares his recruiting tips. He believes that recruiting is a mindset and emphasizes the importance of building a team. He encourages recruiting in the cold market and believes that success comes through driving through warm markets. Brad sees recruits as sparklers that can be used to light a fire and sustain life in the business. He believes that depth building, rather than width, is crucial for building a successful team. He emphasizes the need to move quickly through recruits' markets to anchor them in the business. Brad believes that the fear of loss is the greatest motivator and encourages getting recruits for recruits to create a sense of urgency. Welcome to our pre-call recruiting tips segment with Brad Gerard. For over two decades, Brad has been one of the top leaders in Canada. On with the recruiting tips today. Brad, what recruiting tips do you have for us this morning? Hey, Adam, thanks for having me on, and it's always an honor to be asked by Larry to speak. You know, I think the world has definitely changed a bit, but, you know, I think at the end of the day, recruiting has always been a mindset, always will be a mindset. And, you know, I think it comes down to what you want in this business, you know, when it's all over. For me, I came here to build a business that would finance a life. I think Primeric is the greatest funding mechanism for a massive life list that you could ever find, because this is a very unique opportunity in this industry where you can come into this business and build something and not be stuck with a quota. You can build something that provides significant ongoing residual, even passive income, and go and live your best life. And that's really what I came here to do. I had a giant life list when I started, and I just needed to find a way to finance it. And I spent two years looking for an opportunity, looking for a business. I knew it had to be a business. I needed a lot of money, and I needed a lot of free time. And when I met a lady one day who told me she was making $30,000 a month doing this business in 1988, I said, well, I don't know anything about this industry or this business, but I need $30,000 a month. And if you think I can do this and you're willing to mentor me, I'm in. And so I got started. But right from day one, my focus was to build a team, and that's what I love doing. I love building teams. I love coaching, managing, and helping people succeed. And so right from the beginning, you know, all my appointments came through my recruiting efforts. And I think I see the one challenge I see today, you know, is that a lot of people make their money without recruiting. A lot of people make their money by selling, because especially up in Canada, I mean, you can make $200,000, $300,000 a year, $400,000 a year just on your own pen pretty much without having a recruiting focus. But, you know, at the end of the day, you're bound to that client base in a way, and I didn't want that. I needed complete freedom so I could go and do the things I wanted to do. And so, you know, I came to this thing with a recruiting mindset, and I love recruiting. I love building teams. So I think today's changed a bit. I think what people are looking for is different. I read an article last week that said the Gen Z and millennials are out of their jobs. They don't want to do 9 to 5 to 65. They don't want to sit in an office. They want freedom. They want to do something with purpose in their life, and they want to work from home pretty much. And, you know, and that's – and so I think right now this is the greatest era for anybody in Primerica to build a business because, you know, we have the greatest opportunity to be able to provide people a lifestyle-type business where you can build something and you can pursue your greatest passions in your life and no one's going to come to you and say, hey, wait a minute, your production's this or your production's that or, you know, where are you, why aren't you doing something, you know, and there's very few places in the financial industry where you can get that kind of sense of freedom and ownership. And so we've got the greatest opportunity and we're at the greatest moment in history where, you know, the general young working population is desperately looking for what we have to offer. And so the challenge I think a lot of people have is that they are maybe not packaging it the right way. And so, you know, so I think that we've got to go out there and sell what people are looking for. In fact, I was on a call with home office, some of the home office leaders a couple weeks ago, and I said, you know, here we are in a moment in history where we offer the greatest work-from-home opportunity in the world. And I'm telling you, it's unbelievable. We have so many people in our business making six figures now working from home, and especially for women who have young children. I've got so many women with young children in our business, moms, stay-at-home moms that want to raise their kids, want to be involved in their lives that now can be on kitchen tables at nighttime and have their kids sleeping in the next room. It's just really an unbelievable time. And so why aren't we, you know, why isn't everybody exploding recruiting? Well, because at the end of the day it's still a numbers game. And so I teach people how to recruit right now the same as I've always done from between cold market recruiting and warm market recruiting. I think a lot of people need to kick their business off in the cold market. I think that for a lot of people the warm market, for me, my warm market was not warm. It was very, very cold. And so for me it was easier to go out into the cold market and find those initial recruits. The challenge that I find, this is what I personally believe, I'm not saying this is the case for everybody, but what I personally see talking and coaching with a lot of people in the company is a lot of people are good at bringing in the cold recruit, but they don't know what to do with them. And I believe that the business, the success in the business always comes through driving through markets, through warm markets, not through the cold. I look at the cold recruit as kind of a sparkler. You know, you see the sparklers that these kids get. You give your kid on a birthday party and you light a sparkler. And it's an amazing little show and light and it's exciting, but it fizzles out really fast. And so the sparkler is great to look at, but it's not great for warming yourself and it's not great for, you know, cooking a meal and you can't sustain life with a sparkler. And that's the way I see a recruit. A recruit is a sparkler. And if you use that recruit to light a fire, then that sparkler becomes a critical part of you sustaining your life. And in our business, if you use that recruit the right way, that sparkler as a right way to light a fire, then the recruit becomes the life-sustaining force in the company. The challenge that I see is people get a recruit and then they want to, you know, cuddle with the recruit and make sure the recruits, you know, the brand new person is taking its vitamins and they want to teach it everything and they want to work with this person. If you ask them, you know, who are you recruiting? I've got this new person. I think they're unbelievable and, you know, they're living and dying with this recruit. And then when the recruit quits, you know, there's nothing left. And I try and tell people all the time, listen, I can't control who stays and who leaves. That's just human nature. Everybody that joins the gym doesn't get a six-pack. You know, very few people do. And so I can't control whether somebody's driven, disciplined, motivated, mentally tough enough to survive business. That's the way it is. But I do control whether they leave me something once they go. If they leave, it's not my fault. But if they don't leave me something, it's my fault. And so what I want to do is I want to take that sparkler and instead of being mesmerized by it and looking at it and, you know, and thinking, man, this is so beautiful, what I want to do is I want to take that sparkler and I want to light a fire with it. And that's called warm building, depth building. And I have studied the business and the numbers of the business, and here's what I have come to conclude, that the majority of teams, the majority of hierarchies are built through depth, not through width. Now, width is critical. You have to constantly be looking for talent. Every day I wake up and I scour the planet for potential, and even though it looks like, you know, it looks like the talent is weak, sprinkled amongst the unmotivated masses are the unsatisfied beasts, and that's what motivates me every day to get up and go out and try and find the next superstar. However, I also understand that the odds of me finding somebody who's going to become a superstar in my business are almost the same as winning the Powerball was last week. You know, that what I've got to do is I need to get that IBA and I need to immediately move through their market to help them get IBAs. That's how people get anchored in the business. And I think the biggest mistake that we make is we think that we can motivate or inspire people to stay here and become successful, and the reality is the greatest motivator in the world, the greatest motivation known to mankind, is not the possibility of or potential of success. It's always the fear of loss. It's always FOMO. And so when you get an IBA and you don't get underneath them fast and get an IBA for them and then go under them and get an IBA for them and then go under them and get an IBA. If you don't move your business that way, you never enter the fear of loss into your business. And I really believe the greatest motivation in the business has always been the fear of flanking. So if I get an IBA, let's call them A, and I go recruit B for A, and I want to do that within 24 to 48 hours, and I get B for A, that doesn't mean that A is locked in. And so what I want to do, because what most people do then is they say, okay, I got you a recruit, now get your license, and now you can just go out and do what I did. That's not the right way to build a business, in my opinion. What you need to do is you need to get a recruit for A, and then you've got B, and then you go and do exactly the same thing for B, and within 24 to 48 hours you get an IBA for B, and then you go underneath B and you get C, and then you go underneath C and you get D, and you don't pick your A team so fast. Don't pick your leader so fast. Most likely your leaders are going to come by you driving 4, 5, 8, 10, 20 deep. What's stopping everybody from getting an IBA and being 10 deep into that person's business within 30 days? It's only a mindset. But I believe that that's the way that you anchor your business, that's the way that you create the fear of loss. If you're struggling to get people in to get licensed, all you have to do is just find somebody six levels below them who is going in to get licensed right away and then let everybody above them know, hey, man, this person's motivated, they're jumping into licensing right away. It looks like they'll be licensed in the next month. You've got to get it going. Oh, man, I've got to get licensed. If you don't get licensed, that person's going to flank you. Hey, they've got three recruits and three apps. If you don't get licensed, that person's going to move ahead of you. Oh, well, what do I have to do? Well, you need two more IBAs and you need to get out on three field training observations. And so that fear of loss, I think, is what really motivates people in the business. All right. Somebody's – yeah, Brett. Unfortunately, I mean, this is really good stuff and I'm going to keep going, but we've got to jump over to this main call, and we'll keep you on the main call with Bill to be able to jump in some questions if that's okay with you. A hundred percent. All right, thanks, man. Great recruiting tips this morning. To download Brad's recruiting tips and more, visit our website, wythellonwinning.com. Or just click on the big hitter link at the top of the website and enter username P-R-I-U-S-E-R and the password go, go, go, both, all, lower case. All right. Thanks again, Brad. Brad will be on asking some questions on the main call with Bill. Check in with our call speakers. Bill Whittle, you're on the line. Not yet. I am contacting him. All right. They're not on the line. They're on recruiting tips. Let's go ahead and give them a call before. And then Larry's on as well. Hey, how is Brad? Great job with the recruiting. And you know what? I was thinking while you were talking. You could almost say your people are as motivated as how many new recruits, you know, recent new recruits they've got. You know, if you're trying to motivate people and it's been six months since they had a recruit, good luck. But they're going to be as motivated as they have new recruits, and that's why while you're pushing them to keep breaking records and driving the recruiting numbers up, in effect, you're creating motivated people who are going to motivate others. But I thought you said that really well. I really love that sparkler analogy, too, because, yeah, it's just like you said with the sparkler. It lights up and you give it like you give it to a kid. They got their first sparkler and they run around with it, slinging it, sparkly, sparkly, sparkly, sparkly. Then it goes out. Then like you said, well, you didn't use it to its potential. So run around with your new recruits. Show everybody you've got a new recruit. Look at my recruit. Look at my recruit. And then, like you said, they fizzle out. You didn't do anything with them. So, I mean, I've never heard that analogy before, but that is really fantastic. I really like that. Thanks, buddy. We used to call them the Disneyland of shooting stars. We would always have them shoot up the star like you're at Disneyland. Wow. And then the show's over. Yeah. Okay. Do we have Bill yet? He's about to dial in. Okay. Perfect. How far is it from Calgary to Banff? Where I live, it's an hour. Huh. I never thought of that connection. Yes. Well, that's better than Vancouver for sure, isn't it? Yeah. Vancouver was 12 hours, so. I didn't realize. Yeah. Well, you'd have to take a train or something, wouldn't you? Or fly? You can fly. You can drive. You can take a train. You can take your bike. There's a lot of ways to get there, so. Take your bike. I think that would be a summer activity. That would be a no ever activity for me. Yeah, Adam. Until you experience it, you just never know. 2000. I don't think I'm ready for that level of elation in my life. A 2000 mile bike ride. I'm going to introduce Bill and then turn it over and let you guys have the first shot at asking questions, and we'll see how that goes. That may go all the way through, but I want to be counting on you guys for the questions. I think you'll probably have them be more dialed in to what people would like to hear because I know so much about Bill. I would probably not be the best one to ask the question. He should have him on now if he's having trouble. Passcode or something. Well, I know that what he's doing is he's got his own full timer meeting going on around the same time, so I'm sure he's got that to start and is trying to break free. I'm sure he will be on in a second. She said he's having a little trouble calling in, so I guess he should be on in a second. I had a challenge as well. I had to try it three or four times before it would let me through, so he might be having some problem. We're going to have to get that fixed. I'm glad you let us know that. Let's mention that on the staff call, Adam. Yeah, because that's frustrating for sure. I have a visa, you know, but occasionally. This morning I made it through okay. So, Brad, how often the Zoom has allowed you to spread out even more than you normally would do, I guess. Yeah. No, I think for the first time you're not stuck within 20 minutes of your office. You know, and for years I felt like, you know, you're recruiting, but to try and keep people coming to your meetings, generally they wouldn't drive more than 20 minutes or 30 minutes to come to your office, whereas now Zoom has opened that world up. Yeah. Yeah. That's what I always thought. It was like, especially part-timers, like within a half-hour radius, you know. Yeah. Full-timers would come a two-hour radius, but part-timers, 30 minutes to the office, that was it. People want to succeed, but it's almost like they don't want to succeed if it's not convenient. I got to try and make it, you know. What's that? They also have a lot of activities going on, you know. A hundred percent. Larry, can you all hear me? Yes, sir. Bill, this is Adam, but, yeah. Yeah, I've been calling in, but I couldn't get through, so I finally got in, because I'm not real good at this stuff, so that's good. Well, we had a few people. Brad had trouble getting in at 2 this morning, so that's not on your end. That's on our end. We'll get that situated. Sorry about that. This is Adam. No problem. Larry's on as well. Morning. Morning. Good morning, guys. All right. I'll go ahead and count us down, and then we'll kick this thing off. Bill, glad to have you on this morning. Glad you're able to get on, because that would have been bad for us. But we'll get that fixed for next time. Here we go. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the big hitter call. This is Adam Weidel. It is Monday, November 14th, 2022. Let's say hello to our speakers this morning. Good morning, Bill. Good morning. How are you all doing? Glad to be on here. Fantastic. Good morning, Brad. Good morning, Adam. Good to be here. And good morning. Yes, sir. Thank you very much for being on. And good morning to Larry. Hey, hey, hey, everybody. As of October, month end, there were 169 RVPs and above with 30 or more in recruits and 169 RVPs and above with 30,000 or more in premium. There were 95 below RVPs with 30 or more recruits and 49 below RVPs with 30,000 or more in premium. The top five base shops as of October, month end, were five, Miguel Illich with 218 by 134, George Finnell, 296 by 151, Lakeisha Edwards, 101 by 157, Jamie and Janet Gomez, 174 by 159, and number one, Alba and Danny Barragan, 210 by 179. On today's call, we are spotlighting S&SD big Bill Whittle. Bill is a million-dollar earner and still consistently running one of the biggest base shops in the country. All right. We'll get this thing started. I'll turn it over to you, Larry, to introduce Bill and get him going. Hey, hey, hey. I wanted to kick it off and then we'll turn it over to Adam and Brad to kind of get the first questions in here. Man, what a privilege it is to have big Bill Whittle. I want everyone to appreciate, first of all, we've got to appreciate what an incredible company we have with 169 RVPs, over 30,000, over 30 recruits. When we started the call three, four months before we went independent as a company in 2010, Bill, in December of 2009, there were 13 base shops in the country month-end in December that had 30 by 30. And now, look what's happened. Also, when we started, there was only seven. You know, the company started. Here's how far we've come. When the company started, we only had seven RVPs, period. And Bill can remember those days. But, you know, one of the reasons we're having the success we're having is the leadership that has gone before us, you know, starting with Art Williams and all of the leaders that have followed in the footsteps. But one of the giants, some of y'all are, a lot of y'all are new, and I don't know well you know Bill and Bill's story, but I would get anywhere you can get information, training, tapes from Bill Whittle, and I'm sure it's on POL, get that stuff and give yourself access to the best primo training insight that we've ever created as a company. And Bill is one of the pioneers who for, I mean, he has eras inside the company where he was the Frank Dillon, the Mario Arizon. You know, before there was Frank Dillon, there was Bill Whittle. And we're so grateful to have his legacy and also that he's still running one of the biggest space shops. It just blows my mind. So congratulations, Bill. And if you doubt leadership, the character of the leadership is, I won't say everything, but it's got to be pretty close in terms of new people coming up. They need role models. They're wondering where to cut corners, how hard to work, is it worth it. And they take their cues to a large degree from the people that are up front. And Bill has been up front and stayed up front and carried the banner every way you possibly could in an outstanding, honorable way. And I just want people to know his track record, but also the other thing, Bill, I want people to know is you have not had it easy. You could take the tragedies. I mean, if it's health, if it's business, you know, hierarchy management situations or whatever, you know, these what John Edison used to call these meteors that fall out of the sky and burn a hole in your life. Bill has dealt with as many destructive meteors as anybody I know. And he handles it, you know. And he minimizes the damage. He maximizes the good things. He turns things around. He stays on track. What a role model. But don't think Bill Whittle, he might look like he's living the Pollyanna life and got the perfect family and son and daughter and grandkids and the whole thing, but hey, Bill Whittle has gone through the same hell that you go through and he's turned it into ice cream and great things because of his faith, his work ethic, and, you know, what he wants his life to be. So, Bill, I don't get a chance to let you know how much I think of you that often, but you're at the top of the list, any kind of list I could come up with, for outstanding, amazing, heroic leaders. And it's a privilege for us to have Bill Whittle in the company. If you doubt the value of a leader, you know, this crypto thing they've got going, well, they just had an implosion. The guy, young guy, I've heard about him for years. Young guy came out of nowhere, you know, around 30, and, oh, hey, he's worth $16 billion. He built this out of nothing. He's amazing, not amazing. Yeah, he melted down. In one day, he lost all $16 billion of his net worth. You talk about a Disneyland of shooting stars. I mean, this is like a galaxy that exploded. And now the whole crypto industry is in a free fall because of this high-level leader, young leader that everybody looked to, and finally he's got no morals. You know, it was all lies. And so in Primerica, we have leaders you can believe in, leaders you can trust, leaders who set the standard and lived that thing for, you know, I won't say how many decades because it makes you see old, but for decades after decades after decades. And we need to thank God for leaders like Bill Whittle that provided the solid, right kind of answer and is still leading today. So thank you, Bill, for what you're doing. I know you've got things going on this morning. You had to carve, you know, make a big effort to carve out time to get on with us. And so I would turn it over and we need to know, you know, I'd love to hear what you're excited about right now, what you're telling your people, and then we can get into some other questions. But thanks for getting on, Bill. Well, thank you. It's always an honor to be associated with anything like this and make a difference in other people's lives. And obviously we all thank you for staying in there and helping everybody, including myself, to stay properly motivated. That's funny, people don't think they need motivation, but even the greatest leaders or successful athletes, I think we all need to be motivated. And the moment you don't think you need to be motivated, that's when you probably are done in your life. And so I appreciate everything you all are doing to help keep the company motivated. Well, thank you, Bill. What are you fired up about and what are you telling your team that's the most exciting things for them to be thinking about and focusing on? Well, I think that like this morning I've got two new coaches I've recruited. I actually got four or five new coaches underneath these coaches. But I think that's always something to be excited about is that any time, excuse me for my voice, my grandson's playing basketball right now. He got some bad news last Friday night. He broke his collarbone, and he's a star athlete. I mean, this kid's a beast. And broke in the championship football game, getting ready to start basketball season the next morning, broke his collarbone. But he's a stud. He'll bounce back. He'll be playing in the next two or three more weeks. But the thing I'm excited about is you look at these new coaches coming in, and it's what they're excited about. You know, if you really want to know what moves an organization, it really is that new rabbit, those that are excited, that new puppy peeing on the floor, running around like crazy. That keeps everybody and anything excited. And these two new coaches, I got them coming in today, taking off work to come and do their promotions publicly in front of the broadcast I do across the nation. I want them to see a room full of people applauding them, telling them how special they are. But as a result of that, that motivates and excites the other people sitting in the room remembering what was it they were excited about. Were they excited about their first check? They were excited about their first sale. They were excited about their first recruit, their first promotion. And for the leaders, I think that's what does. I mean, it's like a new baby. I don't care how old you are, when there's a new baby, a new grandbaby, you get excited again. It's the same thing in this business. You've got a new person coming in, and I don't know how you could not be excited thinking about, obviously, all the BS they're going to have to go through. But if they go through it, how much it can change their life. You know, one thing I get somewhat nervous, anxious about, is when you recruit a new person, especially a friend. Like I got this new coach down in Myrtle Beach, you know, and he's a real successful college pro coach. And he had struggled for a while, but all of a sudden now he's got a new excitement in his life. He thinks he can really get it going. Well, that gets me excited. So being excited is able to get other people excited, and when they get excited, that should get you excited. But I don't think anything excites an entire organization like fresh new blood, and that's kind of what we've got going right now. Absolutely on point, and that's always been, and that will never change. And the way you build a consistently performing business and stay on track is to have these fundamentals in your mind, clear, and make sure you've got these things. You never get away from them. And that's just why, you know, the idea of recruiting is you earn, through recruiting, especially in the market, you earn the right to have these frisky new success stories coming in, you know, rabbits for everybody to chase and, you know, to set an example and to flood the organization with new excitement. But you earn that by the recruiting and by the RBP being smart enough to realize we've got to keep the door open. We've got to keep, you know, the pipelines full of people coming in, looking at this thing, and to give us the chance to have those kind of people. And so what would you say is, you know, where your base shop is right now, is this about where it's been? Are you drifting up? Have you had some people catch on fire in the base shop that are surging right now? You know, your base shop, what would you say for million-dollar earners that are jealous of your base shop? And they say, how does he keep that thing going? You know, because it's complex to run. Like you say, you're going to be doing a Zoom meeting around the country. You run other big events. You have a lot of things on your mind. And the base shop is more labor-intensive from a moment-to-moment thing. You know, they're like raising toddlers, you know. And you can't, like, have a meeting with them and see you next month. It's like you've got to stay in touch with them, you know. You don't know where your two-year-old is, and then he's out on the road playing with a ball. He's going to get run over. So you've got to keep up with them when they're young like that. And so they can grow and develop. So a base shop is much different than running hierarchy. How are you doing both, and how have you kept that going? What do you think is making you different there? Well, I really think everybody has the ability to do the same thing. I appreciate saying that. But I think a lot of it just happens as I do it, because we can all say what we want to say. But in reality, what we do, we try to turn our business over to something else and get them to do the things we're not willing to do. Not that we're not capable of doing, because there's nothing running the base shop. I mean, if we're all honest, we're lying to ourselves. It is the hardest thing to do, obviously, because it is most labor-intensive. That's why the compensation has been designed to where the big income goes to those who build a big base shop. I mean, it's not the same thing with your own ink pen. You make way more money writing a personal sale than you do receiving overrides. Now, we understand the security, the freedom, this, and this, all in overrides. I totally understand that, okay? But if you look at it, a lot of people say, well, I'm going to build a big hierarchy. I'm going to promote RVPs. No, if you build a big base shop, you don't build a base shop to promote. It should be designed with the idea of promoting RVPs. But out of a big base shop comes RVPs, and you've got to build it in a way where it looks like it's fun, exciting, because it really, really is. That way people don't want to get out of your base shop. They want to have their own base shop. So one of the biggest things in running a base shop is to make it look like, I mean, it really is an old outdated thing, but you look like that duck going across the water, all the things underneath that water. The little legs are going 100 miles an hour, but that duck looks like they're just calm as can be. And that's where in leadership you can't be an absentee leader and run a base shop. If you're running a hierarchy, you can go in there once in a while. It's like the difference of being an evangelist versus being a preacher. Well, if you're a preacher, you've got to be at that church every day, marrying the people, burying the people, counseling people. Whereas evangelists, you get one nice suit, one nice speech, and you go into a town and give that speech with that nice suit on. You look like a hero. Then you leave there for someone else to take care of it. Well, most people don't want to do that. They don't want to be that preacher where you've got to be there every day handling that stuff. And the reason is they've never developed the skill level to be able to spin the multiple plates. You've got to spin on a daily basis and juggle all the different balls. You've got to juggle on a daily basis, compounding that weekly, compounding that monthly, annually, decade-wise. And I think that's why people get out of the base shop, because they really just don't want to go through the routine of doing it again and again. But as a result of that, they lose the excitement and the fun of building a base. And then the mistake, the beginning for the end, they don't realize. If you don't keep that thing refreshed, because you're going to about every seven to ten years, if you're not replenished in that first iteration, you're going to lose. It's going to creep down. And it can happen almost overnight. So the one thing you can do that you can control is that base shop that will eventually build out more first-generation RVPs that hopefully will build out new seconds and thirds and et cetera. So as long as you don't let that die, you don't let that fire go out. So I do what I've always done in sports, and I play scared. I'm going to keep that thing rolling because I'm not going to count on anybody else, but I know I can count on that baby. And if I do, I'm going to build a longevity. I can always produce new RVPs. But the moment I let that fire go out, it's over. That's what I've always believed. Bill, there's one thing you do, and you and I have never talked about it, but, you know, like if it's a successful sports team, successful business, you've got to have a structure. You've got to know what the important things are, and you've got to have a schedule for doing that. But it's like your skeletal structure inside your body that holds you up. But you can't be all skeletal. You can't be all bones. You've got to have muscles and this and that. And so you've got to have a structure of meetings, but not too many meetings, and you've got, you know, where you can free up as much time for the surprises. You know, like when new people come in, you've got the two coaches coming in today. They take time. You get a new recruit, you know, or you have a health problem or something happens to your grandson, you know, something like that. All of a sudden you have something that eats up your time. These people with very complicated schedules, they are necessarily complicated. When they have something like that, the whole thing falls apart because they can't keep it going. You know, they just don't have time for anything. Everything's got to be perfect. You know, there can't be any interruptions. But we always had, you know, back when I was running the Bay Shop in the early 80s, you know, I had a lot of directs. I won't say how many directs in the regional, you know, direct full-time regional leaders. But the thing is, I wound up spending about an hour with each of those suckers every week at lunch, at a meeting, you know, at breakfast, at this, at that, the other, you know, talking through their things. But I couldn't have done that if I was doing meetings morning, noon, and night. And so you've got to have free time built into your schedule. But you've got people got to know when, you know, when the next thing is, you know, so that way they can organize their time to get done what they need to do by the next full-timer event, by the next fast start school. How do you organize your – I know Adam and Brad, I'm disappointing Adam and Brad. I'm taking the questions. But I just had to ask this. Bill, how do you look at organizing the essential meetings and things that you've got to do to allow you as much free time in between that to handle all these other bumps in the road? Yeah, no problem. And probably if I have any – I don't have that many strengths, but that's one of them. That comes from my coaching background. I knew that when I was coaching every second counted, okay. And I really do. I do the same thing now, okay. I'm a high A personality, so I'm not like some psycho detailed type. I don't have an engineering mindset. I don't have the desire to have that mindset. But I understand the importance of being organized because if not, you just look like a motivated idiot. And that's not what I want to be like. So when I coached, I had every practice planned. I knew exactly what I was going to do preseason. I knew what I had to get accomplished, okay. So I knew every day what I had to do in practice that day. And I had a schedule planned that day that I gave to my manager before I went out to practice, preplanned, knewing every second what had to be done to do what I needed to do to get my players prepared to win that game, preparing for the game. Then I do the same thing looking at the week in a glance. So I had a daily schedule. I had a weekly schedule in a glance. Then I looked at the month or six weeks leading up to the season started, knowing everything I had to get done during that period of time. So when you get to that first game, you realize, oh, crap, I didn't have this and I didn't have that, and those are the things that get you beat. Then when season started, okay, what was I going to do during season? There were things during season I was going to do before difference in preseason. That was all planned, everything written out in ink and ink, in writing, filed, ready to rock and roll, and I'd always look at it, review it at the time, do an autopsy of everything I did preseason, everything I did during season. Then when season started during the game, okay, what went right during the game? Okay, autopsy that, prepare for the next practice, do that all during the season, and then postseason, okay, what was I going to do then? What was I going to do after the season, getting ready for the next season because there's always a next season? Okay, well, I brought that into my Prime America business, and at that point in time I developed what's called everybody's seen a date planner, but the one I've used and created, a lot of people in the company are using it, is by far the best. I mean, I'm not saying it's perfect. It couldn't be any better. So every day you wake up, your date planner has to do with your goals, you write your affirmations down, then you've got your to-do list. What am I going to do today? What am I going to do this week? Then your schedule should reflect everything that should help you reach your goals that affirms your affirmations of the kind of human being that you're going to become, the kind of leader you're going to become, to accomplish the goals that you say, stated goals that you say you want to accomplish, and therefore nothing can come up because it's already come up. It's on your planner. It's called the big bag theory. You pack the big bags in a car first to take the journey, and if you don't have room for the little small bags, they don't get in the car. Well, I do the same thing. Big bags for me are my family commitments, birthdays, weddings, anniversaries, things like that, but everything is not a big bag. So I love to play golf. I love to work out, but that's not a big bag for me. Now, my health is extremely important to me, so I'm going to get my exercise in every day because that's an important big bag to me to keep my health up, to keep my energy up because that goes on my – but when I work out is irrelevant. So if these coaches are coming in, like I have some early appointments tomorrow morning, okay, that's a big bag. It's two great recruiting appointments with a couple of professional athletes. Well, that's important. Now, if I had a workout plan, I'd change that because that is not – it's important, but it's not urgent. These appointments are very important, but they're also not – nothing in my life is urgent. Everything that I create is important, but I'm creating that. That's what goes on my schedule. So ahead of time, I know my grandson's got ball games. I still coach. I coach my grandson the way I used to coach my son. Well, that to me is important. That goes on my calendar. So one of my recruits can call me up and say, Bill, I've got an appointment. No problem. If it's 4 o'clock tonight, it's not going to happen because something was already on my schedule. However, everything doesn't come up. He's got another practice Friday night from 5 to 7. That's on my schedule. I've got Bible study on Wednesday morning from 9 to 10 o'clock. That's on my schedule. Leadership training, that's on my schedule. Monday morning broadcast, on my schedule. Saturday training, on my schedule. Then everything else I work around that. I do the same thing with my fast start schools, training blitzes, potluck dinners, socials with my guys. That's all on my schedule. But everything can't be a bunch of leisurely type things because that is, I'm not on this earth to be just, and I play a ton of golf, but that's just worked around my schedule. So I work everything around what's really important, but everything can't be that important. So I do a ton of scheduling. I always do everything in ink. I autopsy every day. At the end of the day, what did I do today? Did something take more time than it should have taken? Should I put more time into something that I should have put in? But if you don't look at it on a daily basis, thinking in ink, and you review it, do an autopsy, lesson learned, changes made, what should I have done that I didn't do. I look at my to-do list. Did it match my schedule? Color-coordinated. So if I look at my schedule and I realize everything on there was just fun type, color-coordinated thing, then I look at my income, my base shop, my production. I look at how many times I've visited the different cities, how many times I've taken phone calls. I'm looking at a list right here on my desk of all my first, second, third, fourth, fifth, sixth generation RVPs. I look at my schedule daily, monthly, Tuesday, Wednesday, Thursday, Friday, Saturday, Sunday, how many of these people did I talk to, how many were on my conference calls, how many times did I go visit their offices. Well, then I can't question why my team is or isn't growing. And when I see a dip, I go back to this and I realize that's what's happening. I'm an absentee leader or I'm an active leader. But that's on me. I can't blame my people for the things I don't do. So that's what I do. I really do structure financially with my schedule, and that's really paid off for me. So if I have a dip in my business, like I'm having one right now, because we had a couple of key leaders do some things that let their business drop radically, so I've got to get that back going again. So I've taken steps to do that, and it's coming right back up. I did the same thing in my base shop. I got it right back up to 75,000-plus. But I knew what I had to do. I had to do new legs. I can't blame my people for the things I'm not doing. And so I scheduled my look. I looked at it and said, well, I need personal recruiting appointments if you have. I need people, are you doing fast start planners yet? Well, how do I know that? Look at my schedule. Look at my day planner. And you can turn it around so fast, but we don't want to do that. We've got to look in the mirror, not out the window. And so that's what I did, Larry. Well, it's all an extension, Bill, and I'm going to say something, get you to give a quick response, and then we'll get it back to Adam for the updates and the rest of the questions. But, Bill, you know, I was thinking while you were talking, you've got to find your own style. And it may be elaborate, it may be simple, but you've got to find what suits you and gets you, keeps you organized, and the outgrowth of that will extend the organization. But, you know, you're like the center of the reactor of your business, and you've got to get yourself. I love the think and ink. And the reason you get specific, you know, I've always heard the phrase, you've got to be specific to be dynamic. To make progress, you've got to know exactly what you're supposed to be doing. And I was thinking Dean Smith, the great legendary coach at North Carolina, and his protege Roy Williams at Kansas, and then when he went back to Carolina. Before every practice, every player had a sheet on the bench in front of his locker. When they came in to change clothes, each player had a sheet of what they were going to do and what they should be focusing on for that practice. You know, they were really organized. But I want to take the mystery out of this, and people feel like, oh, it's so overwhelming. Listen, folks, we do the same thing month after month. You kick off the month, you get people, get them to get their first sale, to break the ice, get the enthusiasm, get them focused on finishing strong, setting records if they can. It's only basically a few categories of, you know, the recruiting, the premium, the security. There's not a million activities. We do it month after month. You've got a 12-game season here to try, you know, every month to try and grow over the same month, the previous year or the prior month. You know, get some kind of rhythm going, some way where you can measure your progress, and then go see if you can have a winning season. But you're going to do this stuff over and over. It's like preparing for a fast-start school, coming out of a fast-start school, preparing for a full-time meeting, coming out of a full-timer meeting, you know, company announces a new contest. You know, you have a meeting with your team to take advantage of that, you know, and going in the convention, going out of convention. What do you do to mobilize your team to start the countdown to getting the biggest crowd at the convention? All of this crap is repetitive, and you'll just pay attention and just start to get yourself organized and fall into a winning pattern, and the best way to do it is copy the most successful people. You don't have to copy everything, but start copying some of the things that fit your situation, and you're going to start taking hard work and making it effective hard work. You know, that's what all of this is, you know, effective hard work, and general consistency always wins over time. And so you don't have to worry about did it happen this month, did it happen this season. It's going to kick in. You know, you just got to stay in your lane. And so anyway, Bill, make a comment about that, and then I'll turn it over to Adam. No, I was taking notes here because that's a huge thing. It's really a small thing, but it is a huge thing, what you just said there about, I mean, you said several great things there, obviously, but when you said that, you know, find your own style, I think that's one thing Art Williams always talked about in leadership, the most important thing is find your leadership philosophy. But the problem is with a lot of people, they never get a philosophy that becomes their philosophy. Now, none of us are originals. I mean, anybody tells you that they're full of BS. Okay, we've all stolen and gotten different parts from a lot of different people, and you've got to get it based upon how you want your business to look and become that kind of a leader and develop that kind of a style. But just like what you just said there about every player having that sheet right there in front of them, well, ask yourself that when you're really looking and evaluating, which is a huge thing, because expectation comes from evaluation. And if you're not evaluating your people, your business, yourself, you really can't expect anything to happen that's predictable, and you want to make sure that your business is predictable. How do you get it backed up? Let's say it falls apart. Let's have you have a couple of down months. You should be able to expect to get that backed up if you know how, and it's very predictable that it will come back up. I mean, if you look at the midterms, for the last 70 straight years, 100% of the market's gone back up, okay, after midterms, right? Well, that's predictable. Well, if you look at your business, you know what's predictable, how to get it backed up. If you do certain things, you go back up, you do this, you do that. It's going back up, okay? And so evaluating your people, and that's what Dean Smith used to do with that sheet, what he did was evaluate that, what, in the past. He looked at the past. He did an autopsy. He said, okay, now we've got to turn this around. He gave the kids something to work on to get better, and those teams won consistently, and they were predictable, and that's why they were championship coaches. So I think what you just said, and the effective hard work, you're right, hard work is a great equalizer, and that's one thing that I've always tried to do in my career. I just don't stop working. I mean, you could beat me, but you'd have to kill me to beat me because I'm not stopping, and I think that's important from a leadership standpoint. The moment you let up, rest assured you're letting other people down, and it's the old two times one-half rule. Everything you do good, they're going to do half of it. Everything you do bad, they're going to do twice that much, two times that much. So if you let up, rest assured they're basically going to quit. That's a fact. And every time I see my business dipping, I just look at myself and think, okay, dude, you're the one that let up. You can't gripe to your people, complain to your people. You're the one that let up. You didn't do what you were supposed to have done. They just followed your leadership, but they did it twice as fast, and that's the way it works. So, yeah, I got a lot from that, Larry. Thanks. Hey, and, Bill, I just want to encourage everybody, don't compare yourself to Bill Whittle and Bill Whittle's current program. He's telling you how he's got things already. Look, when Bill Whittle came in here, he was already a trained organizational management genius from basketball and exposure to some of the incredible basketball coaches he had and he played on coming up. And he's been, and Bill has been here and done excelled since 1980. I don't know when you came in, Bill. 80. 80. So the thing is, you know, Bill had a head start on being organized for success from his athletic career, and then he's worked at it constantly, and he's refined. So don't come in and hear Bill say this, that, and the other. Oh, Lord, I'll never be able to do that. Give yourself time. All you've got to do is get a little bit better this month and then a little bit better next month, and then your numbers are going to start to move up. And, you know, you'll start to find your success pattern, but don't let yourself make an excuse of saying, oh, Lord, this is just too hard. No, it's not too hard. It's totally possible if you want to do it and do something great with your life. What you're hearing is how you do it and how it evolves and why someone like Bill is still motivated and excited after all these years because he is so incredibly productive and gets to see so many great things. And because he's productive, he sees so many great things happen. It keeps him so pumped up, and he just keeps on going. But it's a result of being organized and working. So anyway, Bill, fantastic. Folks, give yourself time to turn into somebody, you know, doing great things. Okay, Adam. All right, I will jump in here with the mid-call announcements, and then I'll let Brad. When we get done, Brad, if you want to unmute yourself, you can jump in with a question for Bill after these mid-call announcements. There's a fine line between mediocrity and greatness. Here are three tools to give you that extra boost this week. First, in the big leagues, everyone works like a dog. Check out Larry's new blog, Pros Work Like Dogs, on ydalewinning.com. Second, four new episodes released this week on the Million Dollar Mastermind Podcast. If you're wondering if you should listen, we have over 861,000 downloads, so don't get left behind. Third, listen to this week's call on our replay line or download the call on ydalewinning.com, click on the big hitter link at the top of the page, and enter username P-R-I-U-S-E-R and the password GOGOGO, both all lowercase. The replay number for this call is 667-771-7907, and the PIN is 982755-POUND. All right, Brad, if you are off mute, do you want to jump in with a question here for Bill? Yes, sir. Thanks, Adam, and it's an honor to be on with two of my heroes, Larry and Coach Whittle. Bill, you know, listening to you this morning, you know, Vince Lombardi said, the person at the top of the mountain didn't fall there. And I think that there are no – I've always said there's no mysteries in Primerica. Everybody is exactly where they're supposed to be based on their level of thinking and based on their level of action. And, you know, I remember Jim Rowan said you cannot believe your way to a new set of actions. You've got to act your way to a new set of beliefs. So the question is, the battle we always fight and I fight it is the boogeyman inside that is constantly telling us we're not capable. How do you build confidence that if I keep hitting this pinata every day, getting up and doing the things that I've got to do, that eventually this will bust open and pay off for me? No, and I think that I'm writing some stuff down there when you're saying that. Some of it for me – not some of it. Most for me is my spiritual foundation. And, you know, the Bible says these things too shall pass. I really believe that, okay. I recently, two months ago, I broke my collarbone, okay. Now, I'm telling you, the first two weeks I went through that, it was most excruciating pain. I've had a lot of things, injuries and stuff. I had cardiac arrest two years ago. They pronounced me dead for 38 minutes. They brought me back to life. I was in a coma for a while there, a couple years ago. But you know what? Those things pass. I'm not saying everybody is going to go through that thing as well as I did, the grace of God. Maybe he just didn't want me at that time, you know. But those things pass. Two years before that, three years before that, I had both knees replaced at the same time. But you know what? I'm out playing golf every day. I work out every day. I mean, I'm 100% back in the same kind of shape I was literally when I was in my 40s and stuff, 30s. But those things pass. Pain passes. But you've got to work hard to get through the pain. Confidence, in my personal opinion, you've got to have the confidence that these things, I don't care if it's a financial situation, these things too shall pass. If you do the right things during the time you're going through the things you're going through and if you come to the realization, and this may be a little strong for everybody hearing this, but this is how I talk to myself. Okay, how much of this did I bring on myself in my personal life? Now, when I had the cardiac arrest, could I say, well, that was, no, I brought it on. I was doing too many energy drinks. I was doing some, I just, I brought some, I could have done some of the things that it caused, okay, when I had my knees replaced, okay. Well, they just wore out, okay. I didn't do anything wrong there. I overdid exercise. I overdid different things. They just wore out. I didn't bring that on myself. When I broke my collarbone, okay, well, if I wouldn't have been on my cell phone paying attention, I wouldn't have slipped. I wouldn't have fallen. I wouldn't have broken my collarbone. Okay, that brought it on me, right. But my grandson broke his collarbone last week. I didn't bring that on him, but that's a little heartbreak for me. But when I look at 90% of things happen in my life, I brought it on. So I look at it that way so I have enough confidence to know, okay, what did I learn from this? Lesson learned. Change is made. What am I going to do differently to make sure that doesn't happen again? And if I can eliminate, for the best I can, if I can eliminate the same mistakes I've made and not make them again, once again, you referenced Jim Rohn. He says a story about Tiki. He was looking at a guy who was looking at a horseshoe, and the horseshoe was all white and hot. And he reaches in there and touches the horseshoe, and he throws it down. And the guy said, Tiki, did that horseshoe burn you? He said, no, it just didn't take me long to look at a hot horseshoe. Well, how many of us pick up that same hot horseshoe over and over and over, and then we wonder why are we getting burnt? Well, stop picking up that hot horseshoe. So what I try to do in my adult life, and I still do a lot of dumb things, I try to eliminate as many of the dumb hot horseshoes as I can because I'm the one picking that thing up. Most of us don't want to realize that 90% of the things, our business, our relationships, we're the ones that are picking up that horseshoe. So that helps me to realize, no, what I learned from this, put it in writing, think it in ink, remember what I did that caused this problem, and nine times out of ten, that's what causes our doubt and our fear. We think we can accomplish it. It is like Joyce Meyers calls the battle of the mind. We think that we have, we think of all this doubt, the fear, we can't do it, we're not going to be able to accomplish things. That doubt and fear is the number one thing in leadership. Our number one responsibility is to get the doubt and fear down and get the belief and confidence up. That is your number one responsibility. If you can get that belief and confidence up and you get that doubt and fear down and we start off in our own personal lives, well, you say, well, nobody's there to pump me up, get my belief and confidence up. I totally understand that. A lot of times as leaders, it is lonely at the top, but that means you've got to reach out and surround yourself with other people. If it's lonely at the top, you've got a problem. I hope everybody really will listen. It should not be lonely at the top. You should seek people to surround yourself at the top. So what I do is I constantly read. I constantly reach out. I read and I reach out to other people that I know can help uplift me. I get around people. I've got friends of mine I call white rice friends. The only thing in my life, white rice has no nutritional value whatsoever. If you eat anything fried, that's a negative nutritional value. But even a white rice friend, like one of my best guys I play golf with all the time, he's what I call my white rice friend. But my wife corrected me. She said, no, not really, because you have a blast being around this guy. Every time you come back, you're energized, you're having fun. No, I don't get any nutritional value with him. Imagine which with this guy is like racing an invalid. You get nothing from this guy, but he's fun to be around. He's energetic. We just have a blast. Well, that's my energy. He gets my energy up. I have fun with this guy. Well, at the top, you need to have people like it in your life that you're reaching out, you're growing from them. There's other people in my life. They challenge me when I talk to them. I learn from them. I'm constantly reading anything I can get my hands on in leadership, how to get my energy level up, how I can be more thankful, how I can be more loving, how I can be more kind, how I can be a better coach, anything that makes me better. I want to be a better father. I want to be a better grandfather. I want to be a better husband. I want to be a better spiritual leader. So what do I got to do? Get around people that can help me grow in that area. So if I'm not growing, then it's on me. Nobody is going to come to me and rescue me. That's BS. I've got to go seek out the book I wrote on coachable. That's one of the things on there. You know, if you've got to be told all the time that somebody needs to help you, you've got the problem. Don't expect somebody to come to your rescue. Reach out. Ask for help. The reason people don't ask for help is it's either apathy or arrogance, either apathy or arrogance. They really don't care or they think they know everything. Those people are not coachable, and they're not going to get better. I'm one of the easiest people to coach you've ever been around in your life. I want to be coached. I seek out coaching. I wait for it to come to me. I don't resent it. I don't reject it. I seek it out, and I accept it, and I take it, and I go with it. So that's what helps me get my doubt and fear down is knowing, without a shadow of a doubt, tomorrow is going to be better than today and that these things I'm going through, whatever it is, is going to pass, and I am in control. I'm responsible. I'm responsible. I'm able to control whatever is around me, and I seek out the help and the guidance to be able to do that, and that's what helps me. That was unbelievable. That was unbelievable. Bill, I know you started. We're getting towards the end here, but I would like to ask this question. You started, you know, star athlete in college and growing up, all that, a lot of successes even before Primerica. But just talk a little bit about the dream. Talk about what you're able to do in your life, things you've been able to do in your life for yourself, for your family, for your friends, and just, you know, how worth it has been to have put in the work and reaped the rewards and just the life you've been able to have and still able to have, you know, for you and your family and those around you. Talk about that for a little bit here. No, I appreciate that. I can just think of some of the things. I mean, I look at Blake right now, I know like this, I think Wednesday, we're going over it Wednesday or Thursday, whatever it is, we're going over to Austin, Texas, to see Texas play Gonzaga, because Bentley is really an all-star basketball player. He's only 10, but they got him playing against 12-year-olds, 13-year-olds. He just got back from a Cincinnati All-American Camp basketball up there with four of the top basketball players his age in the nation. I mean, he really is just a stud. Real good in baseball. They won the World Series. Good in football. They won the championship and that. But he's just a star basketball player, really is good. But to watch Blake now, they're able to take him all around the United States, all the NBA games like I did with Blake when he was growing up. We saw all the Michael Jordan games, all the NBA final playoffs. We were on the front row of every game. We went to Chicago of all their playoff games, see Michael Jordan. Now Bentley has had his picture taken, and basically Steph Curry, he's been in so many of the games. Curry came out one day and called him by name. Luca the other day at Dallas, Bentley was down there with him. And to have him exposed to all the NBA, NFL, all the different sport events, all the coaches, players are calling Bentley by name. And to watch Blake's face by seeing Blake expose Bentley and his kids, and I watched what he does with his daughter and how he drives them to school every day. He goes to school every day. They pray in their car together. They say their affirmations together. And I'm not saying this egotistically or arrogant. I'm saying it very proudly. I taught him. I mean, he got that from me. All the things he's doing with those kids, he takes his wife. They honeymoon all the time. They travel all around the world. He learned that. We gave him that lifestyle. I couldn't have done that. I grew up so poor. I never had anything like that growing up. It was just – but I learned hard work, toughness. I developed that in him, but also thankfulness, attitude, gratitude, all that's been placed. And I'm watching what he's done with his family. And he's just much better. He's already better than me at my business, much better than me at leadership. And then I'm watching my daughter now, and she's married. Guys, she married just an incredibly human being. But the wedding, we were giving out the breakers down West Palm Beach. They said they'd never seen anything like the wedding we did with her. And if you know anything about West Palm Beach, one of the most exclusive resorts in the world. But it didn't matter. I had a chance to walk her down that aisle because I was able to come back to life. And a year afterwards, we were able to walk her down the aisle, give her the most incredible wedding you've ever seen. It was like a Walt Disney wedding. But it didn't matter. It's my daughter, you know. So what can you put on a price tag like that? And to see how joyous she is. And, yes, she's my Vince Corden. They live down in Rosemary Beach. But she handles everything in my business, you know, and to be in business with your kids that you love, to be in a business. Because most families don't want their kids in the same business. They wouldn't want their kids doing what they do. And to think about having a business that you would want to share with your kids. And I want them to experience the tough. I want Blake to go through all the BS he's got to go through. And business and put up all the different things you've got to put up. Because that's how you learn. That's how you grow. That's how you develop as a leader. And that's the impact you make. And it's not about the income. It's about the impact you make on other people's lives. In my personal opinion, that's way more important to me than the income. Yet the income comes with it. Because when you make an impact, you get the income. And I've watched both of my kids do that. Now I'm seeing them doing it with generational growth. And I'm just so proud of what we've been able to do. The life that we have is absolutely insane. And yet I was happy being broke when I was a coach. I was happy. I'm happy now. I'm much happier being rich than I was being broke. But I was happy being broke. And I think that that being happy is the thing people see. And you can be rich and miserable, but you can also be broke and miserable. But you'd be a lot happier being rich than you would being broke. So I think it's just an incredible life. More important for me. It's not just the life that I've got. But when I look at my guys, I look at Collis Kemp on the life, he has the mansion. He lives in. And I look at the other people, you know, Troy Fields and Jason Gills. And I just think of all the different people that I've had the privilege to impact, even if the hierarchy is that I don't override. And maybe just one thing that I've done helped them. That's everything for me. And I think you just don't realize it never, ever stops until you meet that new person. You realize, how can I let up when I've got a chance to make a difference in this person's life? I'm not stopping. I'm just not stopping. I'm not stopping because, once again, like I said, the moment I let up, I feel like I'm letting somebody down. And that's not going to happen. That's not for me. I may burn out, but I'm not going to rust out. All right, Bill. Thanks so much. We are ‑‑ this has gone really fast this morning, but we're about out of time. But what we'd like to do is we're going to give you and Brad a chance to leave your final word about the call this morning. So, Brad, you want to put in a final word here? Yeah, it's an honor to be on here. I feel like I'm a student. I'll always be a student. And just to get a chance to listen to the wisdom of Larry and Bill, it's been an honor to be in this business 34 years with them. I agree with what Bill said. I think I'm paraphrasing. The minute I let up, I'm letting ‑‑ I feel like I'm letting somebody down. And that's, I think, the mindset of a leader. All right, Bill, you want to go ahead? Yeah, with this, I think what he just said there, you know, if you look at Solomon and all the things when he asked, what do you want, what is the one thing you want? I'll go back, piggyback off what Brad said there. He said wisdom. Seek wisdom. Wisdom, discernment, tell me what I need to do next, and then give me the wisdom and the knowledge to listen with squinted ears. Squinted ears, what do I really want to hear? What are you really telling me? When your children cry or when your children act out or your people cry or act out, what are they really telling me? What do I need to hear, oh, Lord, to tell me what I need to do to teach and to lead these other people to the success that I can help them to have in life? And as long as you do that, it's a good life. It's a good life, and this is a great company to have a good life in. So thank you very much for allowing me to be a part of this. It's always an honor. Thank you very much. Thank you, Brad. Thank you, Bill. Thank you, Larry. Great call this morning. Fantastic. We're excited to have you guys on. Thank you so much. And one more time, the replay number, if you want to listen to the call again or have your guys who weren't able to get on, the replay number for this call is 667-771-7907, and the PIN is 982755-POUNDS. Thank you, Brad. Thank you, Bill. Y'all have a great day. Thank you so much. Yes, sir. Fantastic. Appreciate it.