How_I_Did_It_-_Hector_LaMarque

The speaker discusses the importance of time management and using a planner to stay organized and productive. They emphasize the need to write everything down and check off tasks as they are completed. Discipline is highlighted as a key factor in achieving success, and the speaker shares their own disciplined approach to work and personal growth. They also stress the importance of mastering appointment setting and getting referrals to drive business success. Overall, the speaker encourages listeners to prioritize discipline and productivity in order to achieve their goals. How I did it. I want to talk to you a little bit about how I did it, because if you do what I'm about to tell you, I promise you, you will be successful. I don't know how successful because I don't know your work ethic, but if you do what I did, you'll have the same, maybe possibly much better results. I don't know. All I know is this works. OK, this is not theory, but I'm about to talk to you about. This is what I did. So number one, time management. Most of you are terrible at time management. You let hours and hours and hours of your day go by and you look at the end of the day and you go, what did I get done? And nothing. OK. And the reason is, is because you don't plan your day. You must get some sort of a planning system, either a day timer or a Franklin planner. I just switched to a Franklin planner. The first part of my career, I use a day timer. I was real impressed by the Franklin planner. As a matter of fact, one of the things that I'm going to start doing in my office is there's a CD-ROM program that you can get with Franklin planner that actually you could project as a video CD-ROM and it'll teach the whole class. I'm going to start doing that probably on a monthly basis in my office. And then all the new rep has to do is get their day planner and they come in for the four, five, six hours. They learn how to use it. And now there's no excuse to not know how to use a planner. That's one of the things. If I was an RVP, if I was you, I would invest in that. I would start doing that because let me tell you, one of the main problems that your people have and yourself, you understand how do I get it all done? I promise you, if you plan your time, it's not difficult to get it all done. It's when you don't plan it and when you don't write things down that you have a challenge. OK, so what you've got to do, you have to have it with you all the time. You should never go anywhere without your planner because everything should be in the planner. Shouldn't be, you know, if you are you one of those people that kind of has like a piece of notepaper here and you got it in here and you got a piece of note in your sun visor. You got a note here and you're on your desk. You have twenty different notes and go, oh, where's that note at? You need to stop doing that. Everything has to go in a day planner so that you don't know. You know exactly where everything is and exactly what you do. If you make a promise to somebody you're going to do something, you write in your day planner. If you know you have to call somebody right in your day planner, you don't put it anywhere else because all you have to do at the end of the night is look at your day planner, what you got to do the next day. You don't need to worry because it's all there. And if you follow your day planner, you'll get it done. And the worry you'll start sleeping better, too, because everything will be there. There's nothing to worry about. You just do it the next day. OK, real important. Write down everything you need to do. Write it down. I don't care what it is. Don't trust your memory. Some of you that think you have good memories. You don't have that good of a memory. Write every single thing down that way. Let me tell you why that's important, because when some of your people comes up to you and asks you, did you do this or did you do that right? You don't. You don't have to go. I forgot which which hurt your credibility. OK, so what's real important? Have a system of complete. It really is. They have a system of task completion. In other words, when you complete a task, whether you made the phone call, you got the FNA done. You did whatever you need to do. You check it off. OK, so you know that you got it done. It's over with. You don't have to think about that anymore. You should have that. You should have things checked off. OK, so so every issue, folks, this is a discipline issue we're talking about here. Most of you are not as successful as you would like to be because you don't. You are not disciplined. This will help you to become more disciplined if you're not disciplined with your time. You have little to no chance of being successful. You read that you have little to no chance of being successful if you lack discipline. No one likes discipline. Folks. Hey, I don't like working out, but I work out because I like being in shape more than I like not working out. I don't know if that makes sense to you or not, but I don't like it. OK, so I incorporate this one a lot because I'm more interested in being successful and not being successful. It's as simple as that. If you really are interested in being successful, you a discipline is not an option. That's something you wish you had more of. You decide to do it and you do it. How you feel about it is completely, totally irrelevant. And most of you run your life on how you feel about everything. That's why most of you are not as successful as you could be. You need to stop doing that. Your time is your most precious commodity. It's the one thing that you can't get back. One of the reasons I don't know if you like today, but I thought they had tons of bad information. I don't like to waste people's time, right? So I want to put stuff in front of you that really, when you go away, you go, wow, that was great. I learned a lot. It helped me. OK, you don't ever want to waste anyone's time. You want a sure way to drive people away. Have stupid meetings that don't teach anything that only motivates and you're. It'll just be a matter of time to drive everybody away. OK, have meetings that have substance and you'll keep people. OK, don't waste people's time. I thought I hate me have my have my time wasted. I want to learn something when I go somewhere and I want to have a chance to improve my life. Now, I checked my productivity literally every hour from eight in the morning to midnight. You might say, well, that's a little fanatical. I don't know. Hey, you want to be successful or not? You should be checking. This is exactly what I did. I would check every hour. I'd say, you know, four o'clock. What did I do the last hour to improve myself to grow my business to move forward? What did I do both? If you haven't done something in that last hour during your waking hours to help yourself move forward, you're going backwards. You're getting beat by the competition. You have no chance to be successful. You have to be relentless now, not for the rest of your life. I don't do this anymore. The truth is, I don't. But I did it until I was financially independent. So for a period of time, you have to check yourself. All right. Not the smartest, most talented or creative wins, but the most disciplined. I guarantee you I am by far not the most talented or the smartest or the most charismatic or the most creative. But I have yet to find somebody that's been more disciplined than me over the last 14 years in the business. Even today, I'm wealthy. I make big. I make two and a half million dollars last year. And I have a base shop still. I still do Tuesday. I still do Saturday training when I'm down. I still do all the same things. I work. I read. I read generally about four to five to six different books a month. I read periodicals. I read two newspapers a day. I'm I'm after it. OK, now you might say, well, I don't know what it just depends what you want. You don't have to do that forever, but at least do it to you get financially dependent, right? At least do it for a period of time. And then if you want to turn into a don't daily donut, go do that. OK, my my discipline overcame every one of my weaknesses. Folks, I have some weaknesses, a lot of them. As a matter of fact, you ask Jan. She'd probably share with you. OK, I have them, but my discipline overcame most of them. OK, where I was weak, the systematic after a day in, day out, not letting my emotions take over and staying after it really over time. Help me to become successful. Folks, this is really good right here. I believe this. I really believe this. You might be going on. I'm not as good as him or her. I don't know how you know. Hey, I'm telling you right now, almost no one's disciplined. And if you want to kick everyone's rear end, you make a decision that you're going to be that one person in all the people you think are so great. Guaranteed, it's just a matter of time before you knock them off. Just a matter of time, not a matter of if it's mostly everyone gets tired. They just do. And that's my edge. When they're tired, I hear them say stuff. I just go. Oh, yeah. Another one is never going to be competition. Another one is never going to be competition. Another one. There's no competition out there. Folks, there's none. It doesn't exist. Master appointment setting or market. You know, I'm not going to go into how to do it because it's on that tape. How to match, you know, that little tape I did. Anybody have that tape that I did that 90 minute tape? OK, it's there. OK, but you must. You must master it. OK, I never. You must master how to get referrals, appoints from referrals. You must master the how to get the points from the prospects you meet. Everything you want from the business starts with an appointment. So you spend a lot of time on getting great Sean on on getting on getting a point to get your people graded, because if you can get them to do it, they can keep you busy. You see that, Fernando, if you got really unbelievable at setting appointments and you master that and you taught your people, you wouldn't have to do it anymore. The reason I mastered appointment setting, because I didn't like it, never liked it. OK, I never liked recruiting. Obviously, sales, security, all all things come from appointment every single thing, and I mastered appointments because I didn't like doing them. So if I want, once I learn how to do it really well, then I recruited people and I taught them how to do it. I had them do it. You want to stop setting appointments? They graded it. Teach the people that you bring on board. Let them do it. My main objective was to have two appointments every evening. This required four appointments to set up because of the 50 percent rule. Have any of anybody encountered a 50 percent rule yet? You set up for two camps, you set up one, one cancels just the way it's our business. Why? Because appointments you set up, people think they have more important things to do. So if something comes up, they'll do it. And it's not because they don't like you. They don't want to meet with you. They don't. In the beginning, before they meet with you, they don't know how great it is, what you're going to do for them. OK, so you have to account for that. You must. I used to drive Jane crazy. I had a four or five, six appointments that people call me. I got a point. Yeah, I can do it. I can do it. You can't do that. You already have three appointments. What are you doing? I said, Don't worry, two or three of them cancel. And every like clockwork, they'd all cancel. And if they didn't, I call it. Hey, Gary, can you do this appointment? Can you meet John over here? This is this time. Hey, George, can you do me a favor? Can you meet this person over here? And I'd farm out the appointments, right? And I'd go to go take the two best ones and I'd give the rest out exactly what I did. I'm not like how I did it. Roy, you do that. That's how I did it. Just like that. Well, what are they? What do your people think if you don't show up? Hey, they'll either do it or they won't do it. Right. As long as you cover it. My day revolve around how to make sure I had every day book. Hey, folks, we always. What did you do? What did you do in the morning? What did you do during the day? What was your day like? My day was like, oh, my God, I got it. How many points do I have now? You got to put us an appointment. So tomorrow I got anything booked. I'm gonna make sure I have an appointment and I'd be all day would be figuring out how I could get an appointment that night or the next day. The next day to make sure every night book. And if I didn't have an appointment, I would be psychotic. I mean, literally, I would be a nervous wreck. Some of you go on my appointment canceled. I guess I can watch Seinfeld tonight. You're not serious. I was whacked about not have been on an appointment. I was like, if I don't have a point to do that means see for every day I didn't get something done. This is my mentality for every day. I didn't get something done. That mean it delayed my reaching my goal, which is financial independence, freedom by two days. That's how I look at it. So when you have a day that's nothing happened at two days to the time you get free. At two days. Now you take a year, right? You have a bunch of those days that you have forty fifty of those days in a year. You add eighty days to the time you get free. You do that for a while. Sudden it's taking you two and three years longer. And by that now your wife or husband is pissed at you, right? Is not happening faster. And it's your own fault because you're lax on on your focus on getting appointments. It was fun for me while doing this. No, but it was necessary. You people that only want to feel good all the time. Just go do drugs. That's about the only way it can happen. Not going to happen here. No appointment equals no recruits. OK, we don't have appointment Ron. You can't recruit anybody. No appointment equals no recruits equals no sales. No sale equals no income. No income equals no freedom. Diary said that, but the fact is everything starts with an appointment. So if you're wondering, you knew people you're wanting. What should I do? Get an appointment, because if you don't have one, it doesn't matter what you do. If you're new, all you should be doing is getting your train field trainer on in front of somebody. That's your job right now. When I recruited a new person, right? If I recruited Lynn Mathis, they live. Your job for the first sixty to ninety is set appointments for me to go take you out and show you how to build a business. I don't want you to do anything else. That's it. I'll teach you everything on the appointment. I'll teach you how to overcome objections. I'll teach you how the products work. I'll teach you how to do everything. You get me in front of people. That's your number one job. Period. Get me in front of people. Paul Robins. You get me in front of people. That's all you need to know about. I'll teach you everything as we're going. OK, I guarantee if you get me in front of people and you just duplicate what I do when you see me across the kitchen table, there's no chance for you to not be successful. You're going to get wealthy if you just put me in front of people. Capiche, right? You get it. That's it. That's your job. You may say, well, you can't talk to people like that. Why not? Because if they don't do that, I'm not working with them. Thinking big sales. If you can't close, you can't make money. You got to learn how to close. You have to have anybody run into an objection yet. It's all you run into, right? So if you want to make your life easier in the sales and marketing business, whether it's P.F.S. or pharmaceuticals or I don't care what you do, there's objections in every business that you must over. If you're teaching kids, they have objections to learning folks. It doesn't matter what it is you do. There's always something. So you have to help people to make a decision that's good for them. You have to overcome whatever it is. I want to think about it. I want to talk to my agent. I don't know if it's for me. I don't. I'm not a salesperson. I don't have time. Blah, blah, blah, blah, blah, blah, blah, blah, right? So if they have more objections that you have closes, they are closing you on what they want versus you closing on what you, what you want, right? And what ends up happening is everybody lose. They don't get the benefit of your product, your opportunity, and you don't make any money and no one wins. So if you really cared about people, you would master that. You know, I don't want to be pushy, pushy. You're hurting them by not closing them. If they're, if they're looking just on that variable nudity thing, right? If you don't close them and I'm giving you a putting a hundred thousand variable nudity versus of taxable investment, they just lost what? Four hundred grand and instead of thirty to sixty four thousand dollars a year, they get thirty two. So who loses if you don't close that transaction? Really? You get your, your fee on that, right? Which is whatever it is. A thousand two, three thousand bucks, but they lose four hundred grand plus the income it generates for who knows how long, depending on how long they live, because I don't want to offend them and I don't want to let make them think I'm pushy. If you run your life based on worrying about that kind of stuff, you deserve to be broke. Well, a lot of you don't like this, OK, because I'm telling you the truth. I don't know about the way he's saying that kind of stuff, right? Especially maybe that you knew her people, but I'm, I'm, I'm talking to you about how to get, make it happen, right? If you don't think right, almost all of winning big in your life is how you think, like ninety eight percent of making big money and winning big. It's strict. Hey, listen, I know right now I grow. I knew Roy when Roy would make it. He came start see me when he's making fifty grand had already been a business ten years. You think he's a genius? He ain't a genius. He's not. And neither am I. We were talking about that. You know, these people, they come and ask for autographs. How ridiculous is that, right? It really is because we are not anything special. Now we're a little more disciplined in some areas that some of you we did some things that maybe you haven't been willing to do. Absolutely not smarter. I'm not smarter. I know that. I know me. It is. But you have to close, though, in closing folks, let me just give you a little secret, OK? I'll tell you what helped me to do this. I used to work for a couple of hardcore businessmen, right? They didn't care what anybody thought. Now I'm not saying that you need to get there because I'm still not there. All right. I don't want to even really get there, OK? Because I do care somewhat, but I care enough about you to be honest with you. They didn't care. I watched the way they performed. I watched when somebody they wanted to close somebody. They'd ask them four or five, ten times. They didn't care. They asked him 20 different ways. They didn't do anything. They asked everybody to do it for him and they'd ask. And they were absolutely no fear in asking. And I used to go, wow, now these guys are worth millions, right? They make huge money, right? And here's me, this little kid from Chino, right? I come from a Mexican-American background, and that's a background where you're supposed to be real polite and never ask you go to somebody's house. My mom and dad, before we left, don't ask for anything. If they offer anything, you say no, thank you. You sit there, you shut up. You don't make any noise, right? That's how I tell I grew up. OK, you sit there, be quiet. Don't ask for anything. Be humble and I'm broke and they're rich. And I go, these guys, the only difference between them because I'm as smart as they are, is they're not afraid to ask. And I'm afraid to ask for anything. I'm afraid to ask them to pass the salt or the butter at dinner. You know what I'm talking about? And I said, you know what? If I'm ever going to make it, I need to start moving in that direction. And I started and my whole life changed. Hopkins is one thing you should read. Awaken the Giant Within. Start changing the way you think about yourself. These are just book titles that I think are really good. A lot of people have asked me to put this together. These are books that have really impacted my life and had me thinking. The E-Myth by Michael Gerber. Start thinking about being an entrepreneur and not just a self-employed person. People skills, the magic you want. This is critical by David Schwartz. You must master the people part of the business. You must. OK, simple things. You got to get great at this. You read these books and actually do what it says. OK, would you please do that? What I did is I read stuff like this and I actually implement this stuff and it works. Pushing up people by Art Williams. Fabulous book. You follow the how to push up people concept in that book. You will get so much mileage out of out of your organization. Skill with people by Les Giblin. I mean, Renell, is that a good book or what? It's an awesome book. A little pamphlet cost. I don't know, two bucks. Right, Darlene? Something like that. It's nothing. I don't care how much it costs. This stuff is the most critical part of your business. If you want to grow, you got to have great people skills. You can't get big without otherwise. You feel like you're always losing people and always starting over. Probably your people still suck. OK. Developing a leader within you. You've got to work on yourself, right? You need to work on yourself. I figured out I just figured out how many books I I've read approximately since I decided I was going to be a success. You know, I started reading about about people. I read approximately seven hundred books over the last twenty years on all the theories I'm talking about in the last twenty years. I don't think I've read more than maybe twenty pleasure books out of that number. I mean, like John Grisham kind of stuff and being who all kind of stuff that people read or whatever you like to read. If it didn't have to do with something like this, right? Like developing a leader within you, develop the leaders around you, becoming a person of influence, stuff like that. These are fabulous books, by the way, just a sampling of things I've read. If it didn't have to do with improving, I'd go on vacation, right? Even when I go on vacation, all the books I take with me are all about how I could get better. And folks, I every now and then I'll say you got to read this book is a great book and I'll do it and I'll go. You know what? I'm not where I want to be yet. I can't read this stuff. I want to read it, you know, because it's enjoyable, but I start thinking I'm telling all these people I want to be successful and I want to be somebody I want to make it and then I waste my time. I'm not going to waste my time. I'm going to get better somehow. Some way I'm going to get better. I'm going to feel like I deserve folks. I expect to make four million dollars this year. That's my that's my goal. Personal income goal for nineteen ninety eight. Now I can't expect to make that and not work on myself this year. Described John Maxwell enjoy life club is the tape. He also has another one that did with the other. Maximum impact. This one is your kind of towards of pastors and that sort of leaders of churches, but I love it because it's fabulous. OK, and some of you are repeating, you know, I've sent you stuff and got hopefully you subscribe. He has a maximum impact, which is another one. I would recommend that you you start investing some money every month in yourself in this area. OK, it'll help you feel more confident. It'll help you have a better idea of what you need to be doing. You'll get your thinking correct. OK, most of you, if you just work on this part, it would have a huge impact in your life. Leadership wouldn't John wouldn't Steve Jameson. It's called wouldn't and then have some other stuff on it. It's a fabulous, but John wouldn't. It's my personal hero. You know, some of you might want like to read it. They call me coach. How we built his whole dynasty, the things he did, because they all apply to what we're doing. Fabulous stuff. OK, I have built my business philosophy around John wouldn't principles. How we built the dynasty at UCLA. You know, Jan and I are big time UCLA fans. We go to the games most of the time we're in town and I just I love. I don't really. It's not even the winning that he did. It's the way that he did it. The class that he did it with the focus that he had was on developing people, not winning games, because if you all focus on developing yourself will win the game. But if you don't work on developing yourself, we're going to have a hard time winning the game, Chris, and we're going to. We got to be at. We have to have an organization make a decision that we're going to get better. All of us imagine collectively, if we do that, what can happen? It could be amazing, right? Success is a choice. Rick Pitino. As Rick doing a great job with the Celtics right now, he's a winner, right? That's a fabulous book. I read this book when I was on vacation and I could put it down every time I read it. One page and I say, Hey, Jim, I look at this. Look at this. Look at this. And all the stuff that he talks about. They're fantastic about building a team and working with people. Lots of great success for positive attitude. Clement Stone, Napoleon One of the very first books I read right when I started making a decision to be successful is like in 1979, I think 79 or 80. And I read this book and I and I made a decision back then that I was going to be the most positive person that I knew. That was a that was a that is a decision I've made with my life in 1979 or 80, and I have worked very hard. I I venture to say to this date, I have still not met somebody that's more optimistic and more positive than I am ever, ever. I always look at the silver lining in the car. Always. I always look. There's always a reason for everything, and I'm always looking for how I can turn into something positive. And folks, I think Steve, that my my philosophy is this. If there was anything coming good from being negative, I would be negative all the time. But I have never, ever seen anything good come from being negative. It's all. It's repelling. It's a natural law. Negativity repels and positive attracts. So I figured I'm in the attraction business. I ought to be positive. That makes a lot of sense to me, right? You want to attract more people, people be positive, right? You might say, well, you're talking about that positive right now. You're going to beat up on people, OK? But it is if you're looking at it right. Recruit the purpose of an appointment is to recruit. That's what a lot of you, a lot of people think in PFS that I'm the sales guru guy, right? That's I'm that's all I teach. I have sixty seven hundred code numbers. You don't get sixty seven hundred code numbers. It's only focusing on closing sales. When I started the business, I could close sales where I came in here already professionally trained. All I try to do when I got in the business, try to recruit people. I wasn't worried about closing sales when I went to somebody's house. I expected to do business with them. I never thought I hoped I would do business. I expected that my purpose was to see if I could get them involved in my business and turn them into a district manager, a division manager, an RVP. Hopefully that's all I was thinking about, right? I mean, that's it. That's how you get wealthy here. You don't get wealthy by making sales. You get wealthy by developing an organization and developing people. And the only way you can do that is by recruiting people. And when if you have somebody new with you and you're recruiting the person across his table, now you're teaching that person next to you how to recruit somebody and you're duplicating yourself. It's that simple. So you should be a make. You should be making a concentrated effort with every single person you sit down with to do that. And at a minimum, getting if they don't say yes to that, they become clients and you get referrals to go recruit some of their people that they didn't want to go help you recruit. So that's how I thought the purpose of appointments is to do business. Okay. Forget referrals. This is listed in more of importance, by the way. Recruit. I focused on two to four personal recruits a month. I folks, you could say, I'm going to recruit 10 people a month. I don't know anybody that's ever done that more than a month or two at a time. I don't know. Nobody ever. But you know what? I think you could realistically recruit two to four people yourself every month. If you really focused on all every day, all month. Would you agree with that? You really made a concerted effort. You could do that. Okay. Two to four. But on the other hand, I recruited 10 people for the people. I was still training. I probably on a typical month was responsible for recruiting about 10 to 15 people personally every month. I was a recruiter. I focused on that. Okay. Building an organization. If you're taking someone out, you should be focusing on recruiting somebody for them. Sure way to lock them in. You already heard that. You must decide to be the recruiter. You have to decide. I told this to Fernando Reza. Where are you at, Fernando? I tell you this other day. You must focus on being the recruiter. Whoever you are, you're the leader of your team. You know, Melon Ramon, you must be the recruiter period. If your business is ever going to be what you want to be, you've got to be that person. You must make that decision as bad as you are at it right now. It doesn't matter. You have to decide. I'm going to get great at it. I'm going to work on it. I'm going to ask. I'm going to talk to people that are graded. I'm going to get their tips. I'm going to get great at it because if I'm ever going to accomplish what I want to accomplish in this business, I'm going to have to get great at it. You have to make that decision. It all begins and ends with you. Everything begins and ends with you. As you recruit, as you focus on it, so does your organization. You watch my base job. We are making a complete transition on recruiting. Our base shop is going to start recruiting like crazy, right? Right, Paul. Right, Martin. Right, Fernando. Right, Lynn. We are going to become. This is a recruiting base shop. We are going to recruit people. Meeting attention is going to explode every part of it. My complete attention was focused on getting people involved in my business. I'm going to keep on saying that over and over. I assume they would be real clients, because what we do make sense. Too much sense for them. OK, so I already assumed it be client when I sat down with the real sale of selling them on them. The real key to recruiting somebody is selling them on them. That's that. It's not talking about the power of travelers in Sandy while and all those are all good things. You should tell them about that. It's not talking about Hector Lamar or Roy Matlock. That's not how you recruit people. People, the only very know it's good. They have their only their biggest challenge. They don't believe they're capable. That's it. That's the number. I don't care how sharp they look. They look at their some sharp people here that are new. They'll be some sharp people in here tonight that will look like everything, and they are as insecure as insecure gets when it comes to their thinking. They can do it. I don't care. Rick Susie called me every single day for the first probably six to eight twelve months saying, You sure I could do this. You sure I'm going to make it at this. You sure I could. Rick, man, you're awesome. You don't understand how good you are. I had to tell him over and over and over again that he was going to be great. You might think I'm that you asked him. He was a he was just a baby in the beginning. Telling you, I don't care how good. So your biggest clothes is closing them on them, that how they can be successful, that they can be great. You got what it takes. You got the talent. I believe in you. I'll be there for you. Don't worry about it. We'll teach you how to do everything. Constantly reassuring them right and making them feel like they can do it. That's how you get people to do it. He's personal with the recruiting. Some of the stuff that he said it was amazing. I was talking to Janet as Roy was doing his thing is that he's he's did all the same exact things that we did. Right. Didn't you? That's exactly that's what I told her. You. Yeah, you did all the same thing. Right. Well, you copied me. Personal production through field training. Right. That's that's that's really the truth. I told him all this stuff. He actually did it. Chris Howard to personal production through field training. A lot of people ask me why, you know, especially R.B.P. R.B.P.'s are like the thing I noticed about R.B.P.'s. They they treat field training like it's the plague. That's the one thing I recognize about R.B.P.'s. That's amazing to me. But the reason you want to do that, the reason you want to feel trained, there's a reason to it. It's not it's not to close sales or to prove that you're working hard or that you're tougher. That's not the reason. This is the reason. Duplication. You train competent field trainers. You train competent field trainers. I stayed in the field a long time. I was doing a thousand sales a month in my hierarchy when I got out of the field. When I got out, I got out two or three years too soon, I believe. Now, I've done well, obviously. Right. But I believe that the people that I didn't feel trained got hurt. I'm telling you right now, even like a Kurt Joyner, who's done pretty well, is doing good, really great right now, and he's going to do even better. But the fact is, I didn't personally feel trained. Kurt and I personally feel trained. Kurt, he would have been more successful sooner. I believe that is no question, because I would have. It's not it's not even the appointment that's important, folks on the field training, especially for you trainers, you regional leaders and you are VP. The reason it's so critical is that the relationship you build on the appointment, the driving to the appointment, talking to him, I would have indoctrinated him with my philosophy, with my thinking, with my thought process, why they what they need to do and the drive back and sitting down, going over the policies when we got back or going over the FNA. It's the time you spend that does it. It's the time. And if you're not spending the time with the key people, then you're not going to build a business. I spent hundreds and hundreds of hours with with with a Gary McCrummon. We went on. I don't know how many field training sales. He closed a bunch of, but he was a license for sixty days and we probably closed forty fifty appointments, something like that. I don't know how many was a lot. OK, recruited all kinds. He saw me recruit all kinds of people for him, right? Those first people he recruited, he said I recruited fourteen people. I recruited all those people. He didn't recruit them. Now, he got me in front of them, but I'm the one that closed them because he was too new to the business. He didn't know how to do it. He was just excited. And so that's what you do. So you that's how you lock them in. You've got to spend the time with them in the beginning. It's critical and train competent field trainers, meeting attendance is really a big issue. OK, major, if you're ever going to get big, you have to have a total focus on growing attendance weekly. Now you you as you're building a business. OK, I don't care if you're a brand new PFA, PFA or your district or whatever. You must keep track in records of how many people were at your night every week and your Saturday training and your fast start schools. You should know what the numbers are always how many people showed up, who brought them, how many were new. Are we recontacting? You should know that that's really critical. OK, one of the things that I've re-implemented that I used to do a long time ago that I've obviously dropped the ball. But one thing we're doing now is I want to know who brought people, how many were there. And the reason is so that you can hold people accountable. Like if a guy like Martin says, I want to be an RVP and he on Tuesday night, he's there and doesn't have one new person because I have a list. Right. I'm going to say, what's up here? You said you're going to be an RVP and you don't have one new people. You have seven days to bring somebody and you couldn't get one body, one born body in a chair. How the heck do you expect to be an RVP? See if you need to talk to your people like that, because he tells me he wants to be successful. I'm the coach. It's my job to make sure he becomes successful. That means holding him accountable to that, that meeting attendance. Hey, Dave, you said you wanted to be successful. I expect you to have two or three new people for people on next Tuesday. I had a shop report number of new guests, agents and tents. That's one thing you must do. How to start that program. I'll ever end every conversation with how many people you have coming to the whatever it is. OK, like, like if I'm talking on the phone, right, it's Wednesday. My auntie's on is next Tuesday. I'm going to ask you before I end the conversation. Hey, Ron, how many people you got coming on Saturday to the training me and how many people got coming to the meeting? How many think you're going to have there? Well, I'm always going to ask the question because I want to keep people focused on that, right? Because people will do whatever the leader focuses on. And if you're focused on and you always talking about it, people will start doing it. Retreat convention extravagant. You notice on the voice tells you know how fanatic I was. There's something to get those messages about the how great the thing was, and I was selling it like crazy on the voice. All right. That's the kind of stuff you have to do with all the events you need. Folks, if you're going to be in PFS, you are always going to be selling some event or another for the rest of your career period until you retire. That's the way it works. You will always be doing that, whether it's a fast start, a hot meeting. That's part of our business. You might as well get great at it, because if you do, you'll have all kinds of success. Don't get all. We're always selling some ticket. I'm always asking my people for money. Well, that's our business. Don't like it. Do something else. That's what we do. That's how we grow it. Tell people what they should be doing in production or recruiting. If somebody says to you, right? They come to you. You want to tell them what should they be doing right? Hey, Gary, you know what? You should be recruiting right now. The size base shop you have. You have about a twenty to twenty five to thirty thousand our base shop right now. That's what I expect. You probably should be doing right in that range. You ought to be recruiting at a minimum by fifteen or twenty people with that number. If you're going on that many appointments and closing that many sales at a minimum, that's about what it should be. If everybody's really making a concerted effort on recruiting people at every presentation and every appointment and every contact, you should probably do it. Fifteen, twenty recruits right now. OK, and then that should grow as you grow your business. You tell them that what they should be doing and where they should be at. And you tell them right. If I'm talking to Fernando is a newer guy, Fernando, you ought to right now just what you've got going right. A ten grand base is what you should have right now. You should be recruiting five to ten people immediately like this month or five this month and probably eight to nine or ten next month. That's what you should be at right now. Don't be afraid to tell people what they should be doing. OK, tell them. When they're doing well, raise the bar. Now, if all of a sudden you have something is doing really well, right? If if if Carmen comes to me, he said, you know, hey, man, things are going great. You know, maybe his goal for the month was to do forty thousand in its in its halfway through the month. He's already at twenty six thousand. I'm saying that forty grand number. Forget that number. You need a completely focused on doing fifty. If you do less than fifty, you're absolutely not doing what you're supposed to do with the momentum. You've gotten all the things you've got going right. Fifty the number, but I expect to do fifty. I want to get with all your teammates, call them all up, find out what they're going to end up doing, and you get that to fifty fifty grand with the kind of mo you've got is what you should do. You should be doing that with people, whatever, whether it's a rep or wherever they're at. You get them to do that. OK, you tell them what they should be doing. You always raise a bar and make people uncomfortable. Your focus and intensity drives everything right. I mean, it drives it. If you're not on it, nothing happens. You are it. OK, the level of your attention, the level of your focus is going to drive everything. If you're not focused, they don't see that you're focused. Nothing's going to happen. Never let people talk to me. I have dropped the ball in this area to, but when I was in the zone, I was building my business right when I was recruit doing a hundred fifty two hundred sales a month in my base shop when I was on it like big time. If you got around me and you talked about anything but the business and building the business, I would say, What are you talking about? What are you talking about the game? Are you financially dependent right now? Well, no. What are you talking about the game for when you get financially dependent? Then talk about the game. You need to focus right now. You might say, Well, I don't want to be that tough with people. Hey, this is about your life. We're talking about right here. If you don't stay focused, you're not going to get to where you want to go. You have to keep people focused. I didn't let people talk about stuff that didn't have to do with the business when they're around me because we were trying to accomplish something right then. All right. And you can't do that if you're thinking about about the Super Bowl and about, you know, what's going on in whatever. OK, I don't want you thinking about that. You can't control any of that. Anyway, you don't know what's going to happen. You can't control a doggone thing. All you can control is what you're doing right. You get focused, really focused. If you're not financially dependent, that's what I just said. This is what I would tell people. We have no business talking about anything. I would not allow people to do to be this focused around me. Just no chance of that. My responsibility is to get you to win, not to have a good time. We had fun. Don't get me wrong. We had a lot of fun. OK, you know what I found out? Ironically, if you win, you have a good time. Right. So when people started making money and making sales and they were having a blast. Right. And when they're not, they're depressed. Right. So it's so. But if you don't keep them on it, they're going to get they're going to lose lose the focus. Right. The biggest issue that we have to tell you why it's so important that you as a leader. I'm sorry about keeping you so late. I'm done just about right now. The reason it's so important is that when people come here, the average person that comes to P.F.S. has had a job that does not require focus. They've grown up in some business that they go in, they have projects and they have a week to do the project or they have. You know, there's no there's no urgency. Get it done this week, next week. Who cares? Right. You know what I'm talking about? But in the sales business, if you don't close the sale today, Kurt Joyner, you don't get paid. Jerry Ward, if you don't close, if your team doesn't close business today, you make no money. And so you have a responsibility to keep them focused because they will go broke if they don't stay focused and they don't realize that because they're so used to their old life of non-focus. Your responsibility is to keep them focused. Courage can't call them. This is really big. Encourage people. This is the one thing I think I'm really great at doing. OK, I'm always encouraging people, constantly encouraging people. This is how you do it. You call them and talk to them. You call them up on the phone. Hey, Ron, how you doing, buddy? Everything's going good. If he says, yeah, well, that's awesome. I got it. Hey, Hector, I got an appointment this week. We closed the sale last night. Fantastic, man. So excited. I'm so proud of you. Right. Super job. Write them. If somebody does something good, folks, I apologize. I'm not as good. But when I was on it and I was trying to build my business, anytime anybody did anything, I'd call them. I'd write him a note. I say, Martin, I'm so proud of you. You're on your way, man. You're just you're going to be one of the superstars. I totally believe in you. You're one of the guys, the awesomest, awesomest people I've met ever. I'd write, you know, a little note, put it in the mail. Right. He'd get that that day. He called three people. Everybody said no. He reads the thing. Oh, man, he gets all pumped up again. I'm going to make another call. He makes two or three calls. He gets a good appointment. He recruits somebody. Boom. He's off and running again. You know what I'm talking about? He gets down. He pulls out that thing I wrote to him and made him feel good. He rereads that. If you don't think that has power, you don't. You're just not. You're clueless. OK. It has big time power. OK. You let people know they're awesome in front of their peers. Any chance you get to tell somebody they're doing a great job right. You do it. OK. If somebody does something exceptional. Hey, I think I think what what what what some of you guys are doing right now is unbelievable. Right. If I was going to pick somebody out and that they were doing a really great job, I guarantee you it would be like, hey, Lynn Massey, Lynn, you've been doing a great job. He really has. Lynn's been doing a good job. He's really focused. He's on. He's part-time and he's making a game plan to go full time this summer. Right. Go full time. He's really, really getting his team together. You know, I mean, he's awesome. I'm really proud of Lynn Massey. Right. I want to say something about that in front. There's two or three people milling around. I might say that right in front of those people to make sure that everybody knows Lynn's doing a good job. Right. You stay in front of people. Lift them up. Hey, Rob, Rob, Rob Holmes, put all this stuff. Is this awesome? What he did here? Rob Holmes did a great job on this stuff. Dan told me that he thought that this wasn't going to do good. I was happy. I'm so thrilled because I can't tell you this is our first time we've done something like this. OK, with a computer and all this kind of stuff. Right. It's incredible how good it looks to me. And you know what? The next time I do it, it's only going to get better. He's awesome. I'm so proud of that. I mean, this takes us to a whole different place right here. Do you see the overheads that Dennis used at the beginning? I mean, can you throw up and compare to this? When they're doing well, when they're doing well, tell them how they're great. Right. Especially when they're doing poorly. Tell them that they're great. Build them up. Make them feel good. OK, don't let them feel bad. Come from love. Let them know you care about them. The reason you're doing this not to get a promotion, not to get a bonus, but because you care about these people. OK, that's why you do it when they've been gone, when they've been gone and they come back. This is a big deal. And some of you, when somebody like has been around, they've been OK and then they leave, you know, people leave and then all of a sudden they come back four months later or something like that. Some of you go, where have you been? I haven't seen you lately. What's wrong with you? You don't do that. OK, they come. I tell you, one of my guys in my day shop really been inactive. Right. He comes. I saw him just the other day. I was in the office doing some stuff with the Rob getting prepared for this. Right. He comes in the office. Right. And I look and I look at him and I do this thing. Right. I didn't go. I went and it's like I was, you know, with that. What does that look? I'm glad to see him. Right. I got up out of my chair and I went, hey, man, I got out of my chair, gave him a hug and said, I'm so glad to see you. How you been? How's your life treating you? I didn't say where you've been. How come you've been inactive? What's wrong with you? I do that. You want to make sure they don't come back to that. You make them feel good. OK, you make them feel special. Welcome without judgment. Do you want to be judged? You don't want to be judged. Don't be judging people. Look for any excuse to lift them up. Any excuse at all. Make people feel so good they can't wait to be around you. You make them feel so good about themselves that they love being around you. People come back just so that you when they I see people looking at me like pay attention to me so you notice me. Right. Hey, I make sure I don't notice them and pay attention. People are starving for that. People want to feel special. They want to be respected. They want to be loved. They want to be appreciated. They want to be included a hundred times more than they want to make money a hundred times more. You get great at this. You get great at this. If you always remember that you'll never have a problem getting people to perform. Guaranteed never have a problem if you do if you master this part. But if you make people feel guilty and all that stuff, right, because you're you know, you're not doing what you need. I never made people feel guilty because I always personally do what I need to do, and I don't care what they did. With the key and I love the toughness. I knew I would keep going regardless of what happened. I knew it. It's a decision, by the way, made me feel good to keep going. I don't know why, but I'm like crazy. I don't know. I just love it being tough. I love that it's just sometimes I knew most people would fall because this is why I focus on the focus. They got canceled a few times. They got a charge back. How about people disappointed in them. Right. I don't know. Maybe we'll disappoint you. People quitting. Fear of change. Fear of what someone might think about them. Their spouse giving them a hard time. Listen to someone with a bad mouth. Lazy. No discipline. You name it. About 400,000 reasons why people quit. Right. Because I knew me and quit not even remotely in my vocabulary. Right. I knew I was getting when I knew it. I came here. I knew I'd never even think about folding and I knew I'd win. I just didn't know when I would go. It was also the intangible detracted people to me. I believe, you know, just that unregulated thing after it. Right. Not letting up. Not quitting. It's not easy when I started a business. I just sold a business that I opened a business with a partner. Twenty grand I borrowed on credit cards. Eighty percent to open this chocolate store with his partner that did the manufacturing. And then I found PFS and I decided I was going to PFS. So I talk to my partner that I, I, I found something else I want to do. This is not for me. Would you consider buying my side of the business? Sure. No problem. We wrote up an agreement. It came the day for him to pay me. I quit my $55,000 a year job. I was a thirty percent contract as a rep. Thirty two percent contract as a rep. The dam was to get my check so I could pay my twenty grand loan off. He said, I don't have the money, so I got to take him to court. Take me three years. I went to court case. He filed bankruptcy. He never paid me a dime. I put up the fees for the attorney and that's how I started PFS. That bill was eight hundred some dollars a month to pay that. I put my fifty grand a year in a thirty percent contract and that's how I started PFS. So you're going, well, you don't understand. It's tough for me. I exactly understand how tough it is, but you know who, you know who I told about that? Not a single person did I tell about that. No one. You know why? I just went. I said, you know what I could hold right now or I could get busy. So the next sixty days I wrote fifty seven sales. Personal transactions. That was the only option. Either that or file bankruptcy right. A lot of you are in the same position right now. Feeling sorry for yourself if you don't understand Hector. It's easy for you to say that because you have all this money and these people are doing well and all that right. My situation is different. It's not any different. How you deal with it may be different, but the situation is not different. Hey, this is exactly what Gary was talking about. My desire to be somebody wasn't is so strong. Not everything paled in comparison. Hey, this is me. I don't know what this sounds like. I love being the man. I love it. I love walking into a room and everyone knows who I am. I love walking at the convention. Everybody goes, Oh, there goes Hector. I love it. I love all that. If you tell me that you would love it, you're a damn liar. You're just afraid to go for it. You're just afraid to go for it is what the real problem is. The life that you are dreaming about is twenty four thirty six forty eight months away for everyone in the room, but you got to do the stuff I'm talking about here. I believe this is just what I believe that that all be a society. If you don't have a strong desire to be somebody and are willing to face your fear and be uncomfortable for five to ten years, you won't be successful in anything. I care what you choose to do. You got to do that. Everyone's got to do that. I don't care what field you're in. You got to do that, at least to not any significant degree right that mean makes a difference. I believe life is too short to worry about what everyone thought, except for my wife and my kids. Hey, I care a little bit what you think, but I really care what Jan thinks, and I really care what that means, and I really care what you think. I hope you all like me, but what they think about me is what you all think about me. I hope they think about me. They're the ones that really find obviously God. Okay, but I'm telling you right here on earth. They're the only ones I want. I want Jan to be so proud of me. I can't say I want her when she rolls over in bed and look at me. I don't want to go. What did I marry? You know, I want to look when I'm asleep and go, God, thank you, God, for putting that man in my life. That's what I want her to be. So I made a choice. Okay, I made a choice, and all of you have a choice right this second, and if you don't think your life is a direct result of the choices you make, you're living in a fantasy world, folks. Your life is exactly comprised of all the choices you've made to be free. You're responsible for that. I thank God every day for allowing me to have free will, because he that's what he's given us. That's the gift. He's giving you free will and choice. That's the gift. So that you through your choices can design your life. That's what he's given us, and some of us do a great job making choices and have a great life and some of us make poor choices. I'm telling you right now, regardless of the choices you've made in the past, the choices you start making today on forward will determine the rest of your life and all the things that you did before doesn't matter. Doesn't. So let's let's let's make a deal here. Let's make a commitment to ourselves that we're going to start making the right choices. Let's pack out tonight. Still work on that. I'll see you at seven o'clock sharp. We're in light shift. I thank you guys very much. Appreciate it.