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BIG HITTERS 2023 Feb 27 Pre recruiting tips Neil Gurfein & BHC Whitney Cooper
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Okay, is this better? That is perfect. I don't know if that's perfect, but it is better. I'll be at my office in about ten minutes. I think it will be better once I get there. It connects to my car, and so it just goes in and out connecting, and my car is kind of loud. Mine does the same thing. Mine does the same thing, so anyway. Yeah, I wish it would just let me talk like normal, but it wants to be all fancy and talk through the car. I'd rather just hold it and talk like a normal person. Well, Neil is running late or something this morning. He's supposed to be our recruiting tips speaker, and so I may have to do it myself. Larry, you're the best to do it. It would be an honor to have you do it. That would be like the best thing that could have happened this morning. I'm trying to think what did I do about recruiting. Just kidding. Anyway, even though you're in the car, this could be a perfect time for you to ask me a question about recruiting, if you can think of anything you'd like to know or like me to weigh in on, or I can just wing it. Yeah, no, I'm good. Why do people come in? Why would people come in? I mean, you've seen it in the business. Brand new people come in, and they recruit the world. I'm not saying every new person. Hang on a second. I'll kick it off, and then we'll go, okay? Okay, yeah. I'm assuming Neil's not going to be with us. So five, four, three, two, one. Good morning to our pre-call recruiting segment. Neil Gerfine is having technical problems getting on, but we have Whitney Cooper, and she wants to ask me a question on recruiting. Go ahead, Whitney. Yeah, awesome to be on this morning, and we'll kind of kick right through it, which I think is great that, you know, we have you to be able to do the recruiting tips, because you're the master of all masters with recruiting. So why, you know, recruiting tips, why do people, you know, you have your new guys come in. They're, you know, not every new person. The new people come in, they're on fire, they're recruiting the world, and they're talking to everybody about Primerica. And it just seems like sometimes they run out of gas so soon. You know, they're excited for a month or two, and they're talking to everybody. And then it just, you know, why do you think people, why do people stop recruiting, and why do some recruit more as one month into the business than they do after three years, and they know everything about everything and recruit nobody, but their first month they recruited five people, ten people, 20 people because of, you know, their excitement. What do you think happens to people? Well, it's pretty clear, and this is a question we've had with me since the beginning of time. And I can remember one of our guys came in in North Carolina, and he was talking about this, and he said, I used to sell these pianos that had the stores where, you know, you just punch the numbers, you know, the electronic display. And he said, I was walking through the mall one time, and I heard, you know, the piano music coming out. It was kind of fun. And then I looked over there, and the guy said, come in here. He said, you can learn how to play real quick. And I said, you're kidding. And so he went in there, and the guy said, just follow the numbers, you know. And he said, it's fun, you know. You can play the piano. And so he said, before you know it, I was playing, you know, Happy Birthday. I was playing this. I was playing that. He said, it was just exciting, you know, to be able to play the piano. And he said, I got so excited about it, eventually I wound up selling them. And he said, when I sold them, he said, in the beginning, I could sell them like hot cakes because everybody I'd get in, I'd say, look at this, just follow the numbers, unbelievable. But he said, as I got into it, I learned this. I learned about the wood. I learned about the quality of the electronics, you know, the quality of the speakers. And he said, over time, he said, I guess I got to where I just would bore people to death with all the technical stuff. As a result, I couldn't sell pianos anymore. And I think there's some of that at play in the issue you're talking about. People come in, they're delirious with joy. They can't stop talking about it. You know, they hear things at the opportunity meeting. They see things in the office and people are doing great things. And you want to get people in your office. You want to sell success stories. And I think that's one of the reasons that people, they drive their organizations into the ground. It's the success stories that drive growth. Because success stories create enthusiasm. And, you know, that's why you have competitions, so you can have success stories. That's why you have these contests, so you can have success stories. That's why you have fast start schools. We have promotion parades, which, by the way, started in Greensboro, North Carolina, thank you very much. And that's why you do all of these things to captivate people and get them excited so they don't have to force themselves to prospect. When they leave the office, they're just naturally excited. You know, it's like when you see some kind of, you know, like if you saw a real UFO set down in your garage in your driveway one night, the next day you'd be telling everybody about this UFO. We took selfies with the aliens. It's unbelievable. One of them is coming over for dinner tonight, you know. And you'd be talking to everybody, they'd be excited out of your mind. And so that's why, you know, that comes from the leader in the office. But when you get off track, it's easy to be the one as the leader who lets that happen because you wind up having the content of the meeting. This is why, you know, I'm sorry, but I'm down. I'm pretty much down on having all of these product guys in schools, unless you can keep them to five minutes. You know, we used to always let them come in five minutes before, you know, after lunch, after a break, very brief, because we knew they would just kill the God-blessed meeting and kill the incitement of the enthusiast. You don't want to have Jerry Seinfeld at your school who can get everybody delirious, joyed, happy, and laughing and everything, and then you get a guy to speak an hour and a half on nuclear fission at your school. You know what I'm saying? And these guys mean well, and they're saying, I'm going to tell you all kinds of stuff that happens recruiting, but if you ever hear a product person tell you, hey, this is good for recruiting, roll your eyes and say, what a pile of crap, because they've never recruited anybody, you know. And why am I taking the recruiting advice from them? Every time I've brought a new product into this company, it's been, oh, it's going to help you with recruiting. Let me tell you how to use this for recruiting. And then they proceed to just go ahead and kill your organization. And they don't do it on purpose, but you've got to understand, those product guys get paid to push their product, you know. And so anyway, the enthusiasm and the excitement of the company is where we get our growth. And you've got to make a decision that the sizzle, you know, the sizzle of the steak, you know, the dream, the excitement of, you know, new people coming in and doing great things or changing your lives and, you know, the paycheck parade, you know, the promotion parade, you know, having the new people get up in the meeting and talk, you know, somebody who got a recruit this week, you know, how did you get up? What did you say? You know, they're all excited. And that's how I think we let, you know, you've got to look at everything in the Bay Shop, Whitney, and say if it's bad, it's the RVP's fault. And even if we don't want to take responsibility for it, but we can say I let that happen. Now, the other side of it is some people run out of gas. Some people have short attention spans. Some people just, you know, they can't, you know, they've got the mind of a five-year-old, you know, and that's just the way they are. And that's why they are excited. You've got to get them doing the right thing. But if you keep them recruiting and they keep having successes in their life, they're going to have things that will magnetize them towards the North Pole of growth. And you don't have to worry about it. Larry. Yeah, go ahead. Larry, Neal, go ahead. Hey, Neal, how you doing? I was just listening. Jump in on this. We've got a few minutes left, Neal. You know, Larry, I disagree with everything you're saying right now, because it's kind of a mindset that we're in a creation stage. We want people to see what we see and feel what we feel. And I really believe the key is those who follow up the most win the biggest, because follow-up equals growth. Follow-up equals belief level. Follow-up means that I hate my boss, I hate my commute, I don't feel my pay's worth, and I'm sick and tired of being sick and tired. I just don't know where to go and who to trust. So follow-up means no one else is ever going to follow up with you with an open opportunity. No one else is going to contend to be that dripping faucet because you told me that you hated your boss, you hated your commute, you're backwards, they don't believe you, you didn't see your kid's birthday. I have an unbelievable opportunity. You'll make more money part-time here in our opportunity in America than you do full-time at a job, going somewhere you don't want to go to, saying hi to people you don't want to say hi to, and you just keep taking it up the kazoo, which means that we already automatically win. Recruiting is a mindset. You know what I mean? We can get a lot of recruits, and people are fired up, and they don't even know we sell term insurance under Rule 72. Or we can establish a business haven where people can't wait to get back to because they hate their boss, they hate their commute, they don't feel their pay's worth, and they're sick and tired of being sick and tired. And the reason why I keep repeating that is that's the process, it's a trade, it's a finesse to recruit. You can say all the wrong things to the right person, and then you can say all the right things to the wrong person. So it goes back to this is the best vehicle, we're looking for the right driver, because you don't know who don't know, who don't know, who don't know, who don't know. So what I realize is significant progress is in follow-up. So I got their number, I got the referral, okay, but we have to find out three to five things that they like about what they currently do, and definitely three to five things that they don't like. I would almost say two to three things that they like about what they currently do, but definitely find out at least three to five things they don't like because that's the concrete, that's the teeth, that's the skin in the game. That when I find out what you don't like about what you currently do, that is the only reason why I'm following up with you. I'm okay, man, I talked to my wife, I'm straight, dude, no, I'm cool. Well, wait a minute, I'm glad that you're cool, I'm cool too, but you told me 72 hours ago at Foot Locker that you hate your boss, your commute, you didn't fill your pay's warning, you're sick and tired of being sick and tired. Has anything changed? I mean, Joe, listen, level with me. I mean, what if there really is an opportunity with the third-party information where you can get paid what you're worth, where you can tell your boss to take a flying leap, that you can see your kid's birthday, that your back hurts, and, you know, how do you want to be treated? I mean, if there was something out there with value and it has a concept where you get paid directly, it's not one of those get rich, buy a lot, let it rot, but a prestigious offer will affirm an understudy program, or you're going to be trained that you cut the Abelican cord and you can spend more time with your family, get paid what you're worth, not worry about the politics, the thumbs squeezed on you. Would there be any reason why you at least want to look at that? And, see, that's what I'm trying to say. People join and don't really know what we do, and that's cool eventually, but how many people come back? How many people really understand what they're really getting into? And I think that the value where you go miles is that follow-up, because when they do join, all they're going to remember now is everything that you've done with them, which means that you're duplicating yourself on, this is how I was followed up, oh, this is why I really came. And then it was like, damn, this person keeps calling me and reminding me all the time that I hate my boss and I hate my commute. I don't feel like I'm sick and tired of being sick and tired. And it really is not just meals for them on a cut, but you're kind of squeezing and putting salt in that wound. Like, look, man, be open-minded. Your mind is like a parachute. It ain't going to work unless it's open. And then it gets into that environment that you're talking about and that even, and definitely don't want somebody coming in and messing it up and being a wrench in our plans and the engine of a 911 going to the next level. And it's that follow-up with prospect, because a lot of people go, well, Neil, how did you build your business? Well, I'm going to aisle 13 at Walmart. I'm going to aisle 16 at Target. And it would be, you know, get a vibe on somebody I probably can relate to. They grew up with or played ball with or, excuse me, can you help me? I have a business scenario. What do you do? I just got past the, I got past the no, get away. You know, I got past that. I said, well, what do you do? Well, I work at UPS. Well, congratulations. How long have you been there? I've been there six years. So the honeymoon's over. What do you like about it? You know, pay, you know, benefits. Well, great. My name's Neil. What's your name? Joe. Hey, Joe. Listen, I found those pros and cons, everything we like and don't like. What don't you like about it? The commute, man. I live, like, 60 miles away, and I get on a route all day, drive another 120 miles and drive another 60 miles home. Man, I'm tired by the time I get home. I don't really even see my kids or my wife. We don't eat together. Like, my back hurts. I mean, the games we play, the stress, the union. Listen, Joe, if there was an opportunity where you could represent a bigger company with better benefits than you can dream of, not worry about your back hurting, the crazy commute. I mean, level with me. You see your children grow up. I mean, why won't you at least be open-minded and investigate the opportunity? Everyone would be silly. Wouldn't you agree? Boo-yah. See, once they tell you what they don't like about what they do, we win. Once they tell you what they don't like about what they do, we win. Why? Because we're the follow-up kings and queens of the greatest opportunity in the world. People don't get that. I'm scared to talk to people. The reality is, what do you do? I'm scared to talk to people. What do you do? I'm an operator. Like, people don't even comprehend that it's really not even talking. It's just kind of offering value, showing them a vehicle instantly on a first impression because they're sharing with you what they don't like. So the homework behind closed doors, burning the midnight oil, is getting confident of what to say, how to say, when to say, of follow-up, of just like finding out two, three, four things they like and definitely three to five things they don't like. And that confidence to hold on. Absolutely great, Neal. Thank you very much. Neal is a circle of champions. Remember, some of y'all are new. A million-dollar earner, a producer of million-dollar earners, and we're going to get him back on here. And thanks for those recruiting tips, Neal. And it's time to kick the main call off. And I will say this, on the follow-up, you know, that kind of we didn't have time to bring it tied together, but on the follow-up is where also you can sprinkle in success stories about things that are happening inside the office and make people feel like they're getting left behind. No, they hate to be left behind. But, Neal, there was one time I was, you know, really toying with the idea of quitting. And we were in the office, and this big pro baseball pitcher who was just a big doofus, he looked like a miniature Bob, or he looked like a bigger version of Bob Turley, but he was kind of a dumb guy. And I said, Jim, it was just me and him, I said, Jim, you think this thing is going to work? And he said, he reached in his drawer, pulled out a check, he said, well, I don't know, they paid me $5,000 last month. And I said, that's it, you know, I ain't quitting. Wow. And so success stories, you know, on the follow-up, you know, you can remind them about their situation, but you can tell them, like, this thing is moving. You know, people are having things happen to them. And you keep them wanting to come after. And what that is, is you can't lead a horse to water, but you can give them salt, I think. So, anyway, thanks so much, Neil. Let's get in with, are you in location and ready to go, Whitney? Larry, you're on, so I just want to let you know that I love you, buddy. Yeah, I love you, too, Neil. We've got to get you back on here soon. Absolutely. But do we have Whitney? She was transitioning from one phone to another. Larry, can you hear me? I got you now. Okay. Awesome. Is it better? Is it more clear? Yeah, it's good. Okay. Perfect. All right, to download our recruiting tips and more, you can visit our website at WhiteAllenWinning.com. Just click on the big hitter link at the top of the website and enter. It's WhiteAllenWinning.com. But the username is Pryuser, P-R-I-U-S-E-R, and the password is go, go, go. Everything's in lower case. So we've done the sound check, and we are ready to go. Good morning, conference call crew. Welcome to the big hitter call. And this is Larry Wiedel. Adam is traveling this morning. It's Monday, February 27. And am I the only one who is staggered that we are one-sixth of the way through this year already? Two out of 12 months are rolling. And so what we're confronted with is use it or lose it when it comes to 2023, because it's going to roll on whether we take advantage or not. And so, Whitney, excited to have you on. And as of today, there are over 100 RVPs and above with 30 or more recruits, over 100. You know they only show 100 on the page, the competition scoreboard. Over 100 with 30,000 or more in premium. There are 50 below RVPs with 30 or more recruits. And what that means, folks, is you've got 50 RVP trainees learning how to recruit big before they go to RVP. It's the greatest thing they could learn, you know, getting new people in there. So I'm so excited about that. And 22 below RVPs with 30,000 or more in premium. And the top five base shops, you've got some familiar names in here. Number five, Tony and Shelly Narain, Mario and Franny Arizona, Vivian Diaz, Alba and Danny Baragon. And number one, Jaime and Janet Gomez. Congratulations, folks, 103 by 133. And so today on this call, we're spotlighting SNSD, Whitney Cooper, long-term, consistent base shop leader, fast-rising and building her hierarchy, building an income and a dynasty for her growing family. And so let's get this call started. Hello, Whitney. Whitney, how are you doing? And talk about how you got this year off to a bang and why you're excited and what you're doing to make the growth happen. Awesome. Hey, Larry. Hey, wanted to honor just to be on. And so, man, just really appreciate that. And already this morning just fired up. Neal is one of our favorites. It was awesome to be able to be on with him. And we've always just learned so much from him. And mainly just, too, just the excitement level, you know. And I just think this business, you know, and Art said, you know, that it's about staying excited and how long until the job gets done. And that's really the key, you know. And you, too, you know. I mean, Larry, you guys have been running these calls, and so many people in your position have kind of, I'm sure, stopped or kind of leveled out or checked out or, you know, they wouldn't be doing something like this weekly. And you do and stay on it and excited. You do a lot of other things. And there's just such a method in the madness, you know, just such keys given by so many of the great leaders and founders of this company. And, yeah, we're excited probably more this year, you know, than any other year. And I know a lot of leaders say that. I know every year is going to be the best year. But I really feel it, you know. I feel it more than ever. I feel energy more than ever. I feel the movement more than ever. The things happening in this company have just never been seen. You know, I keep showing that chart, the one they showed us at the leadership meeting, how it took 26 years to get the first $40 million earners in the company. And then it took another 13 years to get another 40. And then now I think we're at 44 maybe. But now from 2018 to today, in the last five years, you know, they've gotten 44 or 45 new million-dollar earners. And that chart, I probably show it in every meeting I do, every recruiting one-on-one, because we have the stability and the stableness of a, you know, 46-year-old company, 47-year-old company, but we have the stableness, stability of it, along with the newness of we're in a ground floor opportunity, I feel like, you know. So our guys, I mean, we've never seen it this good, and I've never felt this good. And our goals are in front of us every day, you know. I look at, I think of a lot of us, and I had to be really honest last year, it wasn't as in front of me as it should have been, which is why we didn't hit what we needed to hit, you know. I think we had a recruiting goal last year of, you know, 5,000, and we ended at about 3,400. And it was so obvious because it just wasn't in front of us. But this year more than ever, Larry, it's in front of us daily. It's on slides everywhere, on every flat screen TV in this office. And we're charging this year, you know. This is going to be a different year for us because we've decided it to be, you know. Well, I've heard, Whitney, that, you know, I was talking to the guy who's like the number one guru of YouTube a week or so ago, and the one thing that he just went over and over on, and, you know, he's got like 85 clients that, you know, he's coached over a million downloads, and he's got billions of downloads, but always doing projects. And he said that, you know, he just couldn't emphasize enough about putting the debt. You know, you have something like you pick 5,000. You pick a number that, you know, you're excited about. It's a stretch. It's doable. But then you've got to put a deadline on it because that forces you to keep it in front of you. Because if you don't have a deadline, the thing about a deadline is if you miss it, you can always extend it. You know what I'm saying? Right. Everybody doesn't drink the Kool-Aid and die if you don't get the, you know, it's like 3,400 out of 5,000. Not too bad. But the thing is that you can reset, you can re-go, or you can extend the deadline. You know what I'm saying? There's lots of things you can do, but you can't do that if you don't have a deadline and you don't have a target to go for. But the combination of the number and the deadline that we want to get this done by, that kind of forces to keep it in front of you. And it sounds like you learned something about that last year. Yes. And a lot of it was I went to Whittles. You know, we went to Coach Whittles. We went to go be with him in New York. And, man, he just really – somebody asked me a question about self-sabotage. And my mind immediately went towards, you know, some bad self-sabotage. It's like sin. You know, you think of sin, you go, oh, if I'm not a murderer, I'm not a sinner. We've aligned the smallest lies of sin to a level, right? And so someone asked me about self-sabotage, and I answered it in a way of a pretty deep self-sabotage. Whittles goes, well, Whitney, we all self-sabotage. Like last year, I guarantee most of us, we self-sabotage ourselves. And I'll be honest with you. At that point, I didn't think I'd – I didn't think about self-sabotage, that I had maybe done that last year. But I absolutely did. And Whittles said, I guarantee most of you guys, your goals aren't even on your phones right now. And he goes, you touch your phone, you look at your phone more than you do anything else. And when I looked at my phone, Larry, I'm embarrassed to say – well, not embarrassed. It was a picture of my husband. It was a picture of Rob with his shirt off was on the front of my phone, and I felt like, yeah, I accomplished that at 19. Why is that on the front of my phone? Why am I looking at that every day versus, you know, the million dollars and our recruiting goals. It wasn't on the front of my phone. And it was like an epiphany. I mean, I thought, no wonder we didn't hit. I mean, it just – it really – I was embarrassed. I was mad at myself. And I said, man, never again. And literally within two minutes, I had my screen saver changed, everything, and we decided, man, what were we thinking? No wonder we didn't hit that. And so Whittle was a big – a really big indicator on that. And something so simple, but, you know, when you've been in this business so long, you can kind of – you know, not so long. I've been here a long time. I've been here for 15 years. But you can think, you know, I have my goal card. I write them down. But it wasn't on the front of my phone. And something so small and minor, I let myself slip from. And we can think that it's not that big of a deal, or surely it doesn't make that big of a difference. But it's everything. You know, just like the longer we've been in Primerica, how many people, how many of us start – maybe we're playing a little bit more music in the car, where we used to listen to nothing but audios. And I love self-improvement YouTube stuff, but you've got to listen to Primerica leaders. You've got to listen to SoundClouds and Primerica leaders speak. You've got to listen to the greats. You've got to listen to Art Williams, you know, all his – those are gold. Art Williams, the best of the best, those – I forget what they're called, but all those videos that they did are just – you've got to listen to our business because that's what we're in. Yeah, Art's best. All those are – you know, listen to ET and all these other – you know, Cardone and all that. I mean, but that's not the business that we're in. We're in Primerica. So we have to listen to Primerica, but we start slipping. It's easy to do. We can all start slipping from our reading. We can all start slipping from writing down our goals and dreams because we did that in the beginning, but maybe we start letting loose on it, you know. And, man, it's just – it's crazy that you can let some years slip because you weren't as focused as you used to be, and we got that focus back. Well, you know, when I went to North Carolina, I heard – I read this book about Andrew Carnegie, and then when he – you know, I don't know if it's true or not, but anyway, the story was that when he went into the steel mills and their production was kind of yada, yada, they had a day shift and a night shift. And he went in and he was talking with the guys, and he said – you know, he got an idea how much they produced. And he said when the day shift came in the next day, next morning, you know, he'd met them all, and they went in and they clocked in. You know, they had one place where they clocked in. They had a big board up there for announcements. And he'd written 11 up there on the board. And so as they all came in, they all wondered, what's the 11, what's the 11? He said, well, we've got our best people on the night shift, and 11 units is what they do. You know, that's how much we get out of them. But, you know, that's the best crew. You know, they're our primo people, and so don't worry about it, you know. And so the next – when the night crew came in, the 11 was crossed out and it was 13 was up there. And so the night crew came in and said, well, what's this? And he said, well, we have our best people on during the day, and they do 13, you know, they do 13 units. And so the next morning the day crew came in, 13 was out of that, and it was like 17. But, you know, I took that idea, Whitney, I took that idea my second year in North Carolina when I said we want to go for 1,800 recruits. Because all you can do it is one month at a time. And, you know, our big recruiting month, we had done it 10 the year before. And the two or three months leading into January of 80, we had recruited like zero, three, one. And so for me to even have the audacity to say we're going to recruit 1,800 people, obviously I was insane. But what I did was, you know, we recruited like crazy in January. You know, we went around the clock, and at the end of the month we had seven recruits. So what I did was, fortunately, you know, I think that story saved my life, that Andrew Carnegie thing. So I went and I got white sheets of paper, and I put a black magic marker, a thick black magic marker, and wrote seven. And I put seven on a wall behind my head, you know, behind my desk. If anyone came in and sat and talked to me, they'd say seven over my head. I put seven going in the front door, and as I left the front door I had seven. Anywhere you could look I had seven on a white sheet of paper because we didn't have cell phones then, you know. And we were in the rotary dial era. And so at the end of the month we had 11. So I put, you know, I put 11 up. And then as we got into the month, you know, about halfway through the month or so, we got up to beat 11. And so I crossed that out. Now it's 13. Now it's 15. Now it's 18. So we finished the month with like 11, 18, I think, in March. And then in April it was 30. But I kept that up. And then, unfortunately, we didn't have cell phones. But I'd take all of my leaders and I'd put their name and their number up on the wall too for what they had done the month before. And so as long as I could keep that going, I did. But that's how we got up. That's how we stretched it, because you have to keep it up. We had a bull room, and I went up there and I made sure that number was on the door going into the bull room, coming out of the bull room. And so, anyway, that's how we went to, you know, 30, 56, 60, you know, 147 in July, 205 in August, 303 in September, and 350 and then 400 to finish out the year. And so we did do the 1800, but it started with seven. But it also started with keeping it in front of everybody's mind, because the thing about what Bill did there was he taught you that you can – what was so great about Bill's thing is he made it duplicatable. It's not just in an office. It's on everybody's phone. You know, he figured out a way to make it a duplicatable-type system and challenge everybody to keep their own number on there. And that proves that you can learn how to do it big, doesn't it? I mean, you can – it goes back to the same thing that's always motivated me with, and that is – and I heard this early in my career. Great ideas don't care who used them. And, you know, you can use the great – and that's one reason why I've always done calls like this, because I figured if I can find out what the best people at Primerica are doing, I can pick their brains, I can use those ideas. But they're beating me now, not because they're better, but because they know something I don't know. And so congratulations to you for going to the Whittle event, having that – you know, asking that question or getting that question on the table and finding that idea and come back and install it. And things are looking pretty good about you having a record recruiting year, it sounds like. Right, yeah. And, you know, it's funny you saying that, Larry, because I've heard you say that story before about the papers. And I remember the first time that our base hit 50 recruits. You know, we know 50 recruits at a base shop, it's just three double-digit recruiting legs. You know, if you're going to have 100, you need six to seven double-digit recruiting legs. And, you know, last month, you know, our hierarchy, we did 422 in our – so we recruited 422 people. What's so obvious? We had 31 double-digit recruiting legs. We had 31 different teams, double-digit recruit. Fifteen of them were directs of mine. So I had 15 double-digit recruiters' legs that were direct, and we had another 16 outside of that on other teams. And the numbers are just – everything's always so obvious. But I remember you telling that paper story, and that's what I love about Primerica is the predictability. And when I heard you say the paper story, I remember I went and my people got to the office one morning, and in all their offices, I took notebook paper, I taped ten pieces of paper on their walls right behind their desk, and I did it right behind the men in front of them. And some of my guys that are on the call, they were with me then, they remember that. And I marked with a Sharpie one through ten. And every time they got a recruit, they got to take one of their papers down. So they got to take the ten and go, okay, I got nine more to go. Take down the nine, okay, I got eight more to go. Because we were brand new. We were just learning how to double-digit recruit. It was a – now a lot of people double-digit recruit, but it wasn't like that early on. We had to keep it in front of everyone's faces. You know, now we got Crystal and Julio Cruz. You know, last month they did, you know, 150 recruits in their base shop. And I remember a time where I didn't even have a double-digit recruiter on my team. I didn't have anybody even recruit outside of us. You know, if I didn't pick up a recruit, no one picked up a recruit. You know, I know there's some people on the call today. You see these people doing 100 recruits, and you go, oh, my God, I'm just trying to get one person, or I'm just trying to DDR. And, you know, it's where it starts, you know. And slowly but surely we started creating a haven, an environment of double-digit recruiters that you DDR, you chase size. You know, we have teams, double-digit recruiting teams. We have activities we do with only the double-digit recruiters. We have builders meetings. It's only with builders who at least now are recruiting 25-plus a month. You know, you start creating this environment of recruiters. But your paper story that I heard a long time ago, I implemented that probably my first year in the business. And that's how we, you know, that's one of the things we just kept it in front of people's faces to, man, start creating double-digit recruiters. And it took me nine months to get my first double-digit recruiter on my team, but then it just started popping where double-digit recruiting now is just the newest person walks in the door, double-digit recruiting. You know, all because of the environment and it's what they hear. What they hear is what they do, you know. Yeah, we've got to, you know, we grow or die by how good we are at planning these numbers in people's minds and making, because business is numbers. You know, we get paid, you know, you've got to know the important numbers that you get paid on and then you've got to get people excited about doing those numbers. And we can never let that get stale. You know, we do it with promotions. We do it with recognition at schools. We do recognition in the office. We do it with contests. We do it with challenges. We do it, you know, Whittle is the master of those kind of things. But the greatest, fastest-growing face shops are organized around the numbers. You know, you can be sloppy in many things, but you can't be sloppy about your numbers and you can't train your people to compete, and compete is doing well on numbers. And build a pride and the recognition around that thing. And there's, you know, we can steal ideas from each other about how to do that. I know I can remember going to Jeff Castellin's office one, you know, no telling how long ago. To kick off the year, they had a big, you know, goal they were going for. So he went to the local appliance store and bought like a truckload of TVs. And he had this big mountain of TVs in his office. And everybody who had recruited, you know, flat screens, I guess. And everybody who recruited 50 people in a month or 30 people in a month got to take one home, you know. And as soon as they were gone, they were gone. So it was like a race to not only do the numbers, to do it as fast as possible so you could get a flat screen. I don't know if it was 30 or what the numbers were. That kind of idea. But, you know, anybody walked in the office, there's a big pile, mountain of these things, and nobody could forget about it. So you do things that's part of people think about leadership. But I remember Joe Covington was one of our first charging, you know, geniuses of production. Early on he was like an early version of Frank Dillon. He was all the time running around talking to people, what's next, what's next, what's next. And he would say, he's the one who back when we got paid pennies, he was the guy who went to $25,000 income in his fifth month and got promoted to RVP back in 1980. He was our original spark plug. And when you talked to him, he said, I spend 90% of my time thinking about how to motivate my people and to motivate them about numbers. And so what are you guys doing that you're most excited about that's giving you your pop, that's producing all of those double-digit recruiters? Gosh, I mean, one, we just constantly, we don't ever go a month and not run a double-digit recruiting contest. And then when people hit it, you know, we challenge them to grow, you know, by 20%. If the company does partial IPAs, it's a high recruiting month, then we'll come back and say as long as you grow by one more, you know, that way people will have a, man, I did 78, I just got to come back and do 79, you know, whatever. I did 150, I need to do 151. So we run all sorts of just contests, you know. Every month, the double-digit recruiters, they get to go do something special with us, the leaders. So it could be a dinner. It could be a club night. It could be a DDR pool and volleyball day and cookout. And, you know, we do it on like a Monday or something after manager's meetings. And we make it fun where, you know, everyone sees all the double-digit recruiters leaving to go have fun while everyone else is at the office the rest of the day. And they go, man, I want to be a part of that team, you know. So always creating, you know. We also have, you know, we have elite teams, like our elite trip. We're going to be in Vegas in March. So we do elite trips. You know, March is coming. And every month we have some sort of contest, you know. We love March. We do March Madness brackets. It's crazy. It's just like the basketball March Madness, but we do it. You're talking a lot about competition. Dude, competition is everything. You know, the two qualities I see in a lot of my guys that really end up being my greats and my bigs here is they have two big qualities. One, they genuinely want to be the best version of themselves. Being a better person is important, and they want it all. When I say they want a better life, they want to have a good religious life, marriage life, family life, financial life, health life. They really genuinely want to be the best version of themselves they've ever been. So that's one quality. And the second one, hands down, is they're competitive. And I've never seen one of my really big guys that wasn't competitive. They're all competitors to a sickness. It's an obsession. You can almost semi-call it not healthy, but it's healthy of how sickly competitive they are. So March Madness, you know, it's a head-to-head, and we do week-to-week. And so we do drawings like on Wednesday at month end. I mean, it will be everywhere. We all huddle up at CCC headquarters, and it's wild, man. And we're drawing out, and they get big prizes, you know. We have gold brackets, silver brackets. And we literally draw names out of a trophy cup, and these are head-to-heads, and it starts immediately. They go week-to-week. So, like, this one, they'll go, you know, the first quarter, they'll go head-to-head. And it's personal directs times personal production, and they'll knock each other off. It's going to be people's biggest months because not only are they all in competition, their teammates are in competition. And on top of that, we have a March Madness for all the brand-new recruits coming in, and we go off a point system for them. So, yes, when they get recruits in closes, but we also get the points for, you know, every guest they bring to op night. You know, every appointment they set, they get points. You know, every conference call they get on, completing classes, scheduling their tests, passing their tests. So it's all these things, and it is, it's a lot of work, but, my gosh, it's a lot of money, it's a lot of production, and it's a lot of fun. You know, Jimmy Meyer always says, if you're not having fun, you're done. And that is the most truest. Man, the moment I see one of my guys who they're not having fun anymore, they quit plugging into all the content of the competitions, and they stop coming to all the team potlucks, and they don't come to game nights, and they don't come eat after the meeting. You know, we always have a meeting after the meeting. We go across the street, and, you know, we eat at this restaurant, and we're all talking and laughing and having fun. Man, the moment I see one of my guys stop having fun, you're done. I mean, it is the most, it's such a simple statement, but it is the most truest statement. And, man, you got to keep having fun in this thing. And so those are a few of the things that we do. You know, we just think of things we want to do, and we just run it. Like me and Rob, we want to go to Vegas. So we run a trip to take all of our guys to Vegas. You know, we like to golf, so we'll run stuff to golf. We like to – there's a lot of things me and Rob like to do, and we just run contests to do what we're going to do anyways, but just invite our teammates to come along with us, you know. I want to jump into that after I get these announcements out of the way, because those are some great points. You know, it's just like how can you tell if you're meeting, you know, you've done enough planning for a meeting. If you're fired up about it, you know, how can you tell if this is the right contest if you're fired up about it. And if you can't get yourself fired up about it, you know, it's like, well, how do you figure out what to do? Well, what gets you excited about doing it? You know, where should we take the next trip? Where do you want to go? You know, because the thing is, the first – the most important ingredient about a contest, event, or trip is how fired up the leader is about it. And, you know, you said so many things. I'll probably – I want to just hit them real quick. It's like if you're not having fun, you know, one of the things for us to look at and to be sensitive to, this is attitude sensitive. Great leaders are very dialed in to picking up on the attitude of their team. And the people around them. And it's like a Geiger counter. You can sense that they're excited. And a lot of it has to do, are they working? I just don't know of anybody who's excited who's not working, not seeing people. And so the thing is, when you see that, you've got to deal with it, because it's going to – the people are not working. It's like food souring in your refrigerator, you know. And I was thinking about these – got a lot of Western shows on TV now. You know, they've got the wagon train. And the one thing you had to do, you had to keep moving. If you couldn't keep moving, you're dead, you know. You're going to run out of food. The animals are going to die. You're going to wander off. The Indians are going to come kill you, you know. The bandits are going to come get you. You've got to keep moving if you want to get to Oregon, you know, or you want to get to the West Coast. That's the thing, and you want to get to where you want to go in your life, you've got to keep moving. And you can – if you want to make the real progress, you've got to have an excitement and enthusiasm about what you're doing and getting closer and getting closer and getting closer. And so if people are not excited, if they're not competitive, you really got to recognize that probably is more of a danger signal than maybe you've recognized in the past. And as soon as – you know, you've got to say, that's a problem. They're sick, and I've got to get in there and help them get well and get them off away from everybody else and have a talk to them and get them fired and pumped back up. But if they're not going to do it, you know, you've got to isolate them. I'm not saying you have to fire them, but you have to isolate them, keep them away from the group. So anyway, let me do these announcements real quick. And I want to get back to a lot of phenomenal stuff here. That's a great thing. If you get yourself busy, you get yourself going, you have so much stuff, you can't even keep it quiet. You know, as the Bible says, the abundance of the heart, the mouth speaketh. And so that's why it's so much fun talking to people like Neil and Whitney because they just are powder kegs of information. But sometimes it comes so fast you don't even realize what you're hearing, you know. But it's all stuff that's incredibly valuable, otherwise they wouldn't be talking about it. So here's what I want to let you know. I put out, I'm always looking for things to give you an edge. And so not for everybody, but if you're looking for something to give yourself competitive edge, you know, to maybe fire you up a little bit, get a new idea, one thing I do is occasionally put out blogs. I've got a new one. You've got, and why you must produce and how to produce. It's on whitelowinning.com. You must produce. And so I've got four new episodes on my Million Dollar Mastermind this week. And we do have over, now over 1.4 million downloads. And so somebody's listening and they're getting life-changing input that can be used. And so why not have yourself, you know, I know you're motivated. I know you're excited. Why not get yourself motivated up to a million-dollar leader level of excitement? Well, you get that by being around million-dollar leaders. So this is a chance for you to listen in and pick up missing pieces of the puzzle that maybe you weren't aware you were missing. And so you can listen to the last thing, third, is you can listen to this week's call on our replay line or you can download it on whitelowinning. Click the big hitter link, much like the recruiting thing, at the top of the page. Put the user name, P-R-I-U-S-E-R, Pryuser, and the password, go, go, go. All of these things are lowercase. The replay number for this call is 667-771-7907. And the PIN is 982755, pound. And, of course, I'm on Instagram, Twitter, Facebook. And also, Big Hitter Club on Twitter will give you Big Hitter Club updates. And so you can leave your thoughts, your comments there if you want. So let's get back to Whitney. And, Whitney, how do you keep the pot stirred? What's the right, for you, what is the right number of meetings and what kind of meetings do you have for your people to have, you know, for your full-timers, for your part-timers? What is the right flow? Because it's a fine line. It's really easy to meet them to death and they never have any time to go prospect. But you've got to have enough meetings to keep the pot stirred and keep their mind on business. For you, this year, what have you found is the right formula for that? Yeah, I think just, you know, they always say motivation doesn't last. And they go, well, yeah, neither does bathing. That's why we recommend it daily, right? I believe that's Ziegler who says that, or Roan. And I think it's the same. I think people are distracted more faster and easily today than ever. Distraction, I would say, equals destruction. And I've noticed that I've got to stay in people's minds. You know, I've got to stay in people's ears. You know, if Netflix and Hulu and all these shows and radio, if all these things are going to distract my guys every day and be in their ears, then I'm also going to be in their ear. You know, if they're going to turn on those things every day, then they can turn Whitney Cooper on every day. And so we're pretty, you know, we do touches almost daily with our guys. You know, like our Mondays, you know, we have a full-timers meeting from 10 to noon on Mondays. And then Wednesdays we do a drill for skill. And really it's a way to get our guys just up to the office. You know, we meet from 9 to about 945. It's a 45-minute, you know, kind of quick touch on, you know, getting recruiting in their minds and their ears and getting them rocking and rolling that Wednesday morning. And then Thursday night, you know, we do our op night. It's like a 7 to 10, a three-hour that night. We go out and eat with the team after. That's our only night thing that we do. And then Saturday morning, you know, another quick touch. You know, we don't do a big, long Saturday training. We literally do 9.30 to 10.30. We meet our guys up here for classes. We check them in at 9. Then the license agents, we have stations that we do drills from 9.30 to 10.30. And so we're not going, like, 9 to noon on Saturday because we want to work. You know, at 10.30 everyone's let out, everyone's fired up. 10.30 is a perfect time because you can't say you're going to go eat lunch and you should have already eaten breakfast. So all you can do is work. So after that, you know, boom, people are on the phones and they're doing the one-on-ones and meetings. So almost every other day, Larry, you know, we're kind of, you know, a lot of us do our Bay Shop conference calls or hierarchy calls. We do them Sunday night, you know. We just want quick touches to be in our guys' ears. We want them, you know, a lot of times if we don't, you know, if we're not mentioning or holding some kind of accountability or putting stuff in their ears, you know, they're going to listen or hear the wrong thing. So we just want to stay in front of the, you know, in front of them. We want to be the loudest voice in their ears and, you know, not just hope that they're going to focus on Primerica all week, but we want to be a part of kind of getting their minds and heads to redirect that direction. So that's what's always worked for us. You know, if you kind of add up all the hours, it's just not – people go, that's a lot of meetings. Well, add it up. It's just not that crazy. We're talking about, I think, let's see, that's five, that's six, that's seven hours a week. I mean, that's crazy. That's nothing. That's seven hours a week. When you really – if I add up my Mondays, Wednesdays, Thursdays, and Saturdays, that's six-and-a-half to maybe seven hours of – that's just not that much to keep people moving the right direction. So, yeah, we stay pretty in front of our guys, you know. We don't just run a meeting on Monday and then talk to them again the next Monday. Well, a part of that is that that includes the full-timers, too. Not everybody's a full-timer. And I like the fact that you don't interrupt the schedule of the part-timers a whole bunch. You know, the quick touches thing, I think, Whitney, a lot of people try, you know, and smear massive hours of classroom training over their office and their organization to make up for the lack of prospecting activity and the lack of numbers. You know what I'm saying? It's like they convince the lead – RVPs convince themselves they're doing their job if they're doing hours and hours and hours of training with their people where all they're doing is grinding them to a pulp. Because, you know, we all – the idea of training is to get their butts back excited. You know, they're mainly going to get trained out in the field talking to people. They don't mainly – we've always known one hour of classroom training – I mean, one hour in the field equals 20 hours of classroom training. And so the real purpose of the classroom training should be to fire their butts out and to get them refocused on the excitement and the payoff activities of the business. What's the biggest payoff for you in your time other than these meetings right here? Yeah, and let me kind of reiterate on that. The Bay Shop I came from, all I could give was Saturdays, you know, in the very beginning. And I would. I would come on Saturday training. It was long. It was like 9 a.m. to 1. And, Larry, you're exactly right. You know, by the time I got out of these trainings, I kind of felt like I had already worked that day or like I had already done – I had already given primary call my time, and then I would move on to my next thing I needed to do. And I never would implement anything because it was these four long hours. So then I'd go eat afterwards, and then in my mind I would just get on to something else. And I thought if we could do quick touches and then implement what we just learned, you know, do 45 minutes to an hour of this, now let's go. Information, motivation, information, motivation, you know. If I could just do that and then release the hounds, you know, we'd go get some – we'd go get it done. So I just think that's huge. And for me, and I think I hear what you're asking of what do I get out of all this. I just – I love – there's nothing like – and before when we were newer to the business, it was about seeing our people win. We're starting to see our guys make money. You know, we just had our fifth guy go over his ring, Zev and Cassandra from Team Impact, and seeing these guys make money. I mean, this is a young guy that was in construction that used to make $2,000 to $3,000 a month. And, you know, last month made, you know, $12,000, $13,000, almost $15,000 last month. And I know that's not, you know, people – I know there's people making $50,000, $60,000, $70,000. That's a lot of money to a young kid who used to make $2,000 to $3,000 a month. And there really is nothing – I thought seeing my guys win was, like, exciting. I mean, I was – seeing them make money is a different level of exciting than I've ever felt. And I'm more towards the – I'm so excited to see my people make money. And I'm, like, more excited than I've ever been. And it's just awesome. I mean, there's nothing like seeing the way they look free, they feel free, they're just excited, they're proud of themselves, but not that they've arrived. You know, they know that not to mistake the beginning for the end. And, you know, to see them keep moving and getting there early, it's just awesome. Primerica is just – I probably tell my husband several times a week, every day, I can't believe anybody did anything besides Primerica. I mean, everything it has to offer, everything it does. Last night we did a Beyond the Biz kind of spiritual call. We had, like, 100 people from the team on. I mean, that's unbelievable that – and someone was posting, where else do you get – who else cares about your spiritual journey, your walk, where you stand? I just – there's just nothing like this company. Like, Larry, even you, like, why do you do these things? You know, you're a multi-multi-millionaire. Look at you pouring on and what you're doing this morning. I mean, I just – you show me anywhere else something like this exists where, at the end, you're not promoting your, you know, join my Get Better program for $25 a month. You know, I let you on this one call, this one time for free, but after this you're going to have to pay. I mean, this, Larry, doesn't exist anywhere else. Let me tell you something else really quick. My sister does really, really well in real estate. And, however, she – they're in the business, and her husband, Greg, my brother-in-law, he's an RVP now, but they're in the business with us. Well, she keeps seeing him on all these mentor calls. I mean, he spent hours with Bill O'Render. Or Paisa has talked to him. I mean, he's literally talked on the phone to Bill O'Render for, like, an hour on his phone. I mean, Greg has all these multi-millionaires spending all this time with him. And my sister's in real estate and is like, I've never had anybody spend time with me, not mentor me, not coach me. And she even goes, no one holds me accountable. Nobody asks me what I'm going to do today. And she reached out, Larry, on her own and just found some real estate guy, and she started paying him, like, $1,000 a month to start coaching and mentoring her because she doesn't have stuff like this. Like this call this morning that we're doing, she's a real estate agent for a high-end company. They don't do stuff like this, Larry. I mean, they don't have their top million-dollar guys who are free, who built a real estate business, that are mentoring the up-and-coming. I mean, she's having to pay $1,000 a month from some guy, you know, hoping that she gets what Primerica gives for free. I just – man, there's nothing like our company. There's just nothing like it. I mean, how could you not recruit the world when you know everyone would be better off here? I mean, I truly believe no matter what happens, people are better off here with me, with us, with Primerica, than they'd ever be anywhere else. It's always the answer. I don't – and you couldn't talk me into Phil in any other kind of way. They're better here than anywhere, you know. Well, another side to that, Whitney, I really actually don't have any choice about doing this call because, and I say this and people think I'm joking, but, you know, I do this so I don't turn into a negative SOB, you know. And, you know, that's what happens to people, either that or a sidetracked, you know, wandering, wasting time SOB. You know what I'm saying? It's like either you're engaged or you're not engaged. And you're going to spend time with somebody, and there's so few fired up people in the world. You've got to have a program if you're going to associate with fired up people, and you've got to have a project of greatness. And that gives you an excuse to kind of figure things out with people that are motivated to do great things. And, you know, that's why it's really not optional. And the great thing is, you know, like WIC, you don't want all your future to be tied in with just a handful of directs. You want to be as wide as possible, to not have all your eggs in one basket, you know. But to do that, you have to have as little, you have to have as lean a schedule in terms of meetings that you go to, so you can have maximum time for one-on-one. You know, that's the way I looked at it. You know, I had 40, I was, you know, at the peak I had probably 100 direct regional leaders in the direct, the base shop when Art told me to shut it down. Wow. That was, yeah, because we were gearing up. We were six months into a game plan to build a million-dollar base shop, and in the hierarchy we'd all sign commitments, and we were on a march to be bigger than the rest of the company combined. And then Art gave me a big thank you by forcing me to shut my base shop down. He said, believe it or not, he said, you're producing too many people. And so, you know, you never recover when you shut a base shop down, so please do not ever slow or shut your base shop down. But the deal was it was working, and the reason, one reason it was working was I had so few big events that I had to do during a week, you know, lean, so I would have maximum time to talk to my people one-on-one. And if you look at companies that go off the rails, it's where the leader gets, you know, the CEO or whatever gets farther and farther away from talking to the key leaders on their team. You know, even Bear Bryant, the great coach in football, you know, he went south in his later years, and he had this big tower that he would be up at and watch the practice up there, but they said he rarely came down from the tower. Early in his career, he was spending time talking to the quarterback, hours and hours every week, and his team captains and things like that. You know, he really spent time with them one-on-one. But the great, you know, I worry about guys that, you know, have so many group meetings and wonder how do they find time to work with their key leaders one-on-one because, you know, this is the critical time. It's kind of like teenagers getting ready to leave home and go to college or college and go into the real world. That's when they need. They don't need, you know, five-minute meetings every single day, the full-timers, but they need every now and then, you know, if you've got a teenager or a college student, you know, where you need to go off for a weekend or, you know, you need to go out and have a dinner with them and, you know, spend time talking about stuff. And because they're getting ready, you know, to be mature and take on bigger responsibility. If you don't have that time, Whitney, because you've let yourself, you haven't controlled your schedule, it's going to bite you in the end, and I don't know if you've seen that yet. Yeah, no. I felt that just a little bit, you know, whenever I had, you know, obviously we have really young kids. We have a five-year-old, she just turned four, and I have a one-year-old. And each time that I had them, you know, and kind of was a little bit, you know, away, you're absolutely right, you know, not staying in the, you know, the first time I stayed really away for way too long. And then the second time I was better. And the third time, I mean, I was bringing a newborn to go eat with my guys, you know, like when he was like three days old, you know, just to stay in front of him and see him and keep hands on him and stay with him in front of him. And that relationship, you're right, is everything. Because relationships are built outside the office, not in the office. You know, you don't build them in the office. It's those dinners. It's those, you know, we do a lot of game nights at our house, you know, once we put our kids down, and it's breaking bread. It's laughing. It's competing at, you know, pool or volleyball or basketball. You know, our group is real – everything we do is a competition. You know, pickleball. I've been like – I used to do pickleball for the first time. It was so much fun. But we competed with one of our guys. You know, we invited Sidney Alma, the go-getters. You know, they came to play with us. And, you know, it's – but you're right, you know, it's everything. And so many people get away from it. And I just don't have time to go do tons of dinners and lunches with just random people. I'm going to do it with Rob, my husband. We're going to have a date night. Or I'm going to do it with my teammates because they're my best friends. They're who I'm doing life with. I genuinely, you know, love these guys. And I have so much fun with them. But you're absolutely right to say it's fun. It's everything. We can never forget that you solve 90% of your people problems just by spending time with them, you know. Right. And you've got to look for – but you can't spend 90% – you know, the first time I heard this from Mark Williams, I was really offended. You know, how dare he say that. You know, he said that you spend the time with people who deserve it. And I thought, well, what a cold-hearted SOB, you know. And then it dawned on me, wait a minute, everybody needs your time. You know, if you go like – you know, you've got to spend your time with the people who have made the biggest commitment to you that are, you know, taking you serious by working hard. And, you know, they're the ones who are going to get more out of it because they're going to do more with whatever information you get, you know. And we cannot get to where we want to go if we're spending our time with people that you have to tell them a thousand times to get them to do one thing. We've got to be spending our time with people you tell them one thing and then they do it a thousand times. We've got to look for those people. Oh, that's so good. I hope everyone just heard that. That was really good. You know, because, you know, we know those kind of people. I used to talk about Brian Maiman and I said, Brian, you know what I love about you? I can tell you something one time and you'll do it a thousand times. I don't even have to tell you to do it. You're going to do it. And it's just fun working. And, plus, it's fun working with people like that. It's fun spending your time like it's fun for me to do the Monday morning calls because, you know, you're dealing with people who are actually working. And the next time you talk to them, you know, like you heard that idea about the paper years ago, but you did something with it, you know. And look where you are today. I had no idea. I have no idea what happens with people listening to these calls. But, you know, usually they'll work their way up to the top, the ones who actually use the information, you know. But it's just exhausting. One thing to think about, Whitney, is your own mental health. You know, you talk about your spiritual life and this, that, and the other. But in your mental life, you cannot subject yourself and you don't let yourself feel obligated to spend time and time and time again with people who never do anything because it's just too exhausting. It's just too depressing to work with people who don't work. We had a guy come in. I've told this story before, too. One time in my office in Greensboro, I could see people as they walked into the office. And this one guy walked in and he had a piece of paper in his hand. He was always a guy full of questions. And I intercepted. He walked in with two or three other guys. And I ran right out of my office, got him, and I said, what do you got in your hand, Bob? And he said, oh, I got this list of questions I was thinking about I want to ask. I said, let me see it. And he handed it to me. It was like 25 stupid questions. I looked at it real quick. And I, you know, as soon as I read through it, I took it, I tore it into little pieces, threw it in the air, and I said, I said, why don't you go to work, Bob? I said, you're over quota. You've already asked about 50 questions. You've never done anything with any of the answers. So I ain't taking any more questions from you until you go to work. It is, you know. And, Larry, you're absolutely right. It's really having that understanding of what drives you and what drains you. You know, I think I ran a meeting with a group of people for way too long because it's what I'd always done. You know, I was in a certain group. We'd meet every Monday morning. And I did it. I probably did it two years overdue that I was supposed to do it. And all of a sudden I was starting not to look forward to. I love every day. I love every meeting. But I started hating this meeting because it was draining. It was the wrong people I was meeting with. And I started thinking about maybe I should get another office. Maybe I should move offices over here. I thought, no, it's this dang meeting. It's the wrong people. They're not excited because they're not doing anything. I decided to just change the meeting. And everything changed after that. Now I love coming to my Monday mornings again because I kick it off with the right people. And not just doing something because we've always done it, but really saying is this driving and is this the right people or is this energizing me or is it taking energy away. And, man, you're absolutely right on that. Yeah, and the way we have to judge it, you know, we have to be the judges on how we use our time. And we're going to grow based on how we use our time. And so we have 24 hours in the day. But you've got to go results. You know, is it energizing? Is it producing activity? Is it producing results? Anything you're doing or any parts of your meeting that are not creating excitement, not creating activity, competition, you know, that competitive spirit, that are not expanding the vision, that are not driving results, you know, production and getting more people and more numbers in there, change it. You know, change it and trust your instinct. And a lot of this is like what worked for you. What reached and turned you on when you came in? It's kind of like Art used to tell us don't, you know, and for a long time he resisted having a fixed presentation. He said, just tell people what you like about it, you know. And, you know, he didn't want us doing a fixed presentation. But that doesn't work anymore, you know, so we've got presentations now. But the deal is the idea behind that was run the business the way in what got you excited and what kept you excited, what you liked. As you were coming up in management, it kept you motivated. And so do those things. And the chances are you'll probably be pretty good working that way. So anyway, let's just say, do we have Neil on still? Larry, I'm right here. Neil, what's your take on what we've been covering here this morning? What do you think people should take away from this? You know, I think that what's great about Whitney is that she's transparent of their lifestyle. And if you truly listen as a student, you can hear that her and Rob love what they do. And I really believe when you start to love what you do, needless to say the concepts or PRI up to $14 on Friday, but you love what you do because of the growth and seeing people be inspired and want to change. It kind of changes your internal perception of why you're doing PRI America. And then another huge key, right at the end when she talked about you can spend too much time with the wrong people. Like you're saying, Larry, it's demotivating working with people that don't work. It's depressing. And I really believe by being coachable, you establish an increment when the finesse on working on people. You can't get juice from an orange peel. And to our default, we see people better than they see themselves because people have done that for us. We kind of paid that forward as a servant leader. But they'll drain you. And I think that that's why we've got to be coachable. Like people don't understand that. They continue to chip on the shoulder of ego based on they're still going to grow inside out with their internal perception. But that part right there, if we can stay fresh with the right crew, the right energy, the right look in the eye, and it keeps America simple. See, it's a very difficult business. It's not easy, but we get better. And people don't understand that part. And that's what gives the longevity. Like, Larry, your journey right now and all the great things that you've done keeps our mind young. Like when you first started this, I remember you calling me, there might have been like 15, 16 people doing 30 Grand in Prime America, if that, in a Bay shop. And so the impact that you've had over the last decade has been like, needless to say, a height, but it's elevated the mindset, the philosophy that small is not big. Well, you know, you were out there, you weren't the first one I called about the big hitter call, but the thing was that there was a philosophy that big was bad in the company. And they almost made you feel you were fighting for big, and I wanted to let you know you had a friend in me. And I was looking to put together a group of people who thought big was good. Yeah. And I think that Prime America over the last 10 years has paradigm shift changed into open arms of how important that is. And that goes back to what Whitney said at the beginning of the call, how many million-dollar earners we had the first era, then how many million-dollar earners came out in the second era of the journey, and then how many over the pandemic of what we've been doing, a million-dollar earner every month. And it just shows under adversity that our company is recession-proof. You know what I mean? It's just remarkable what we stand for and what we represent. And then you know this, this is Whitney more than anybody, the company is so on the cutting edge to this day, to this second, on how to get better, how to get better, how to stay relevant, how to kind of adapt with time. And it's crazy when I hear your stories, Larry, because, like, we never forget our defining moments. You know, we never forget, you know, our attitude getting better. You know, talking about that professional pitcher, and he said they made five grand last month, and you're like, that's all I needed to hear. But people don't believe, oh, Larry was thinking about quitting, you know. They don't realize that we're human. Or, like, you know, Whitney sharing her story with Rob. Like, yeah, I went to Bill Whittles and realized, you know, we did kind of sabotage ourselves. You know, I do like staring at that shirt with Rob with no shirt on, and now I can't do that. I'll put my goals on. I mastered that at 19. You know, there's so many little wins that we have before Find America that keeps it so transparent, though. Yes, three people in her base shop that just saw Whitney in a different way just hearing that. And that's really the key right there is can we stay in tune to people's paradigm shift change and their mindset and belief level. And that equals loyalty. That equals tremendous loyalty. And that's important because a lot of people come in, and you do a lot of things for people behind the scenes. You bridge gaps for them to have success. You tell them that they're awesome every single day. And once their rocket ship kind of breaks gravity, they kind of forget where NASA's at. And I think it's so important that people realize that that's all part of leadership, though. And so it's awesome to be on this call. Absolutely, Neil, fantastic. And I just want to remind everybody, Neil was always a champion of doing it big. It was a big encouragement to me early on starting the Big Hitter. There were people in this company, coast to coast, afraid of doing it big, afraid that the wrath of the company would come down, you know, and the auditors, this, that, and the other for doing it big. And it was like they'd be accused of holding their people back. They'd be accused of this. They'd be accused of this. It's just like I told them all. I said, I'll take the abuse. I'll be the shield. Okay. Don't worry about it. Let's go for it. Because obviously that was false. You could not have Primerica today without the 100 by 100 day shops. You would not have Primerica, the price, you know, the stock, everything, you know, you're not going to have the trillions or billions of assets under management without the 100 by 100 day shops. Trust me. You know, and, you know, the guys that are the big security salesmen are not big recruiters, but we wouldn't have those guys, you know, we wouldn't have the volumes without all the people who make one and two security sales a month. And so it's the 100 by 100 people that are the bell cows that have the courage to go out there, raise their head, and inspire thousands. The thing for everybody who does, you've got the courage to be a 100 by 100 leader, you inspire thousands of other RVPs to go for it and to see if they've got what it takes to be great. And thank you for Neil. And thank you for Whitney for your example. So Whitney, do you want to say the final word? Hey, Larry, yeah. I mean, I just, again, thank you for having me on. And I hope everyone knows the time that we're in and that recruiting, I hope it's not a sometime or a part time. I hope you're just all the time. You know, when you're all the time on and you just wake up every day and just really think about our opportunity and what we're in and what this is all about, I just, there is not, it's like 2008, you know, when I came into business. You know, it was, I don't know what was going on, but I do know people were looking. People were not secure about where they're at, their jobs, the economy, and everyone was looking. And that's right when we came into Chimerica and it was an explosion. And right now, you know, it's more apparent more than ever. It's time to get bigger more than ever. I'm talking to myself more than anything. And we're excited to, you know, go build, after promoting all these guys, another $100,000 base shop. And we're pumped about it. And, you know, we wake up every day just, man, just attitudes to everything. You know, and so we appreciate you. I appreciate Neil. Just everyone getting on this morning. And, man, we're going to kill it. We're excited. And I know the company, just the best is yet to come. The best is yet to come. Chimerica is about to get at a whole other level that we've never seen. And, man, we're just excited. So thanks, Larry, for having us on. Yeah. And everybody remember, the bigger you get, the bigger you can get. So let's break that gravity that's holding you back and break into outer space level of your career. Quicker, faster, better, folks. It's all out there waiting for you. Thanks, you guys. And the replay number is 667-771-7907. And the PIN is 982755. Let's do it big. Thank you.
