BHC - Cordell Bryan & Chris Achong

The main ideas from this information are: - The speaker is excited to be on the call and is part of a successful team called the Breakthrough Empire. - They emphasize the importance of mindset and perception in recruiting. - They talk about the need for a recruiting explosion and recruiting in masses to generate enough raw material for success. - They discuss the importance of constantly prospecting and looking for credible recruits. - They stress the need to be available and involved in helping recruits and teammates. - They mention the importance of creating a system where recruiting never stops. The speaker shares personal stories and examples to support these main ideas. Good morning, Adam. Good morning. Everybody is on. Good morning, Chris. Good morning. How are you doing this morning? Not too bad, not too bad. Beautiful morning. Glad to have you on. Looking forward to your recruiting tips this morning. So there we got the great Cordell Bryan about to drop bombs, right? Good morning, good morning. Good morning, Cordell. How are you, man? Very good, man. Excited to have you on the call this morning. Yes, I'm happy to be here. All right, Cordell, what I'll do is I'll count us down, do the intro, let you run for about 12 minutes. You give us your best recruiting tips, what's working for y'all, what you think are the best things y'all are doing for recruiting. And if I need to, I'll jump in with a question, but we'll let you run through that for about 12 minutes, then we will switch over to the main call and keep you on to ask questions to Chris during the main call as well. Got it. All right, here we go. Five, four, three, two, one. Welcome to our free call recruiting tips segment with our VP, Cordell Bryan. Cordell used to be a Target employee who made $12,000, but is now a $200,000 and has over 50 recruits last month alone. Good morning, Cordell. What recruiting tips do you have for us today? Hey, good morning, Adam. It's such an honor to be on the free call here, the big hitter's call. You've all been listening. It's definitely been impactful in our career. Definitely, my wife is on listening, Candacy Bryan, so definitely wanted to give a big shout-out to my wife, Candacy. We have a pretty solid team or team, the Breakthrough Empire, so we also wanted to shout-out the Breakthrough Empire builders. Obviously, our head coach that's on now, he's going to be – you guys are going to hear from him in a couple minutes, Chris A. John. I think one of the main things, well, the first thing that I think is our mindset as far as recruiting, we came up in a recruiting – ever since we joined the business, we joined the recruiting team, which was the animal attack team. We joined a business where we saw America. What we saw was an opportunity to build a company within a company. I remember going to events when I joined back in the days, and we heard an acronym, BACWAC. It just never left. There's one guy that used to say it like a duck, BACWAC. It sounds annoying, but it still plays in our head, BACWAC, BACWAC. Let's build a company within a company, and that's what we saw. We joined the recruiting hierarchy. We joined the recruiting team, the animal attack team. Obviously, we're from New York, which is, I guess, in the Northeast. We're known for recruiting and building. We're part of the empire builders. I think what we saw had a lot to do with it, I guess, number one. I guess one of the biggest takeaways is your perception, what you see. When you get involved in our opportunity or when you're presented with this opportunity, what do you see? Some people see an opportunity to make some extra income part-time. Some people see an opportunity to make big money, maybe get stone-cold wealthy. Some people see an opportunity to get licenses and sell financial services. A lot of people love the products, the mortgages, the investments, and all the different products. I think for anyone that's interested in really building something big, building a dynasty, an empire, building a legacy for your family, something that you can have ownership, I think your perception of the business is really very important. So what are you seeing? I think we should at least see an opportunity to build a company within a company. The second thing is once you get involved or you get in, you really want to have that. I'm pretty sure we heard a ton of times you have a recruiting mindset. And the whole idea with a recruiting mindset is recruiting has to be a part of us, or building. It's not just recruiting. Some people recruit to recruit, but building. We had a conversation with Chris a couple weeks ago. I don't know if you remember this. He called me and he said, man, you need to have a recruiting explosion, because if you don't have a recruiting explosion, five years from now, we're going to be in the same situation. So I think one of the biggest things, I don't know if you remember this, but that just stuck with us, and I came back and I told the team, and I said, man, we were trying to do 20 recruits a month, and now this month we have a goal to do 100 recruits. Because if you don't have a recruiting explosion, it's like we grew up on one is too small a number. You have to have a recruiting explosion where it's just a frenzy. Like you have, on average, you have folks that have, and we're going to get to this point in a second, but they have a physical live location where you have people having guests, invites, people coming to the office, people coming and going all day. It's almost like if there's a bell on the door. You go into a supermarket and sometimes there's a bell on the door, and that bell is just going off all day. So that's one of the things. I guess point number two is we need to have a recruiting explosion where it's recruiting in masses, a lot of people. And what that will do is give us enough raw material for us to get everything else, all the other byproducts of recruiting, which is obviously the field training, the licensing. Keith Otto always said you can have big recruiting and small or little licensing, but you can't have big licensing without big recruiting. So we just wanted to kick off our new run. We started a new run in September, and our goal has been to do 60 recruits, and then once you break through that 60 recruits, then we're going to get to 75, and then our goal this month is 100, which is triple-digit recruiting. So point number two there is massive recruiting, a recruiting explosion where there's a lot, like enough raw material to get all the byproducts out of that. Point number three is we really need to focus on, you know, obviously once you're recruiting the masses, there's a couple of people in there that's, you know, people with credibility, you know. And, you know, I believe as regional vice presidents now, I don't know how many regional vice presidents on the call, part of what we need to do is, you know, almost like prospect in your base shop, and you've got to have that eye out for as everybody's recruiting, you have a goal, everyone has a goal to double-digit recruit and all that good stuff. You know, we really have to be constantly prospecting in our base shop, like looking for that next stud and who's that next person to work with, who, you know, obviously sometimes, you know, stutter people pop their head up, and we really always looking for that person. It's almost like everyone that's coming into the base shop as an RVP, everyone that's coming into your business is almost direct to you. You know, so we have our open house, our open door policy. Point number four is let everyone know your availability. You have to be available. If you're looking to recruit and, you know, have a recruiting explosion, you have to be available, you know, and I think a lot of people have life happening and, you know, life is happening left and right, stuff is going on, everybody has stuff going on, but one of the things is my wife and I we're more available now than ever for our base. You know, we have, you know, we're available, you know, we're ready to whoever needs help with whether it's an interview or an appointment, field training, my wife does the orientation, I do the field training, but everybody, we're available for all the district leaders, regional leaders, division leaders, and obviously their teammates, because, like, everybody in the base shop has our direct phone number, everybody has a direct contact, and we're everywhere. We're all over everything. We're involved in everything. We're 100% available. So we made a decision from now until the convention, we're going to be 100% available, you know, to our team and our base, and we're going to make sure that, you know, anybody that needs help with anything, they're there. So I believe that, you know, increases, you know, the belief level. We have folks that are booking interviews and appointments and booking invites, inviting guests, because they know we're there with them, you know. So that's another point. And so point number five is you want to make sure, like Bob Stafford says, create a system where recruiting never stops. And I believe that's probably one of the biggest takeaways, create a system where recruiting never stops, right? So we have to have a system where there's a constant flow of recruiting. Like throughout our time here we've had maybe we had a good recruiting month, and then maybe sometimes we had maybe a big month, and then the next month is like, okay, so now we've got some recruits, now we've got to go get these recruits licensed, or now we've got to take our eyes off recruiting and let's go work on the field training, or let's go, oh, now we've got recruits, now we've got to go focus on whether it's production or income, right? And I think if we build a system where recruiting never stops, you know, it's almost like you're setting up a factory, you know, and once this factory is set up, it's just a constant flow. Really quickly, you know, a story was told, you know, a couple of years ago the government was giving out contracts to get water to new villages, right, new communities. And this was like from the river. And, you know, contractor A, they just went out and they got some trucks and they hired some men and they started transporting water from the village, from the river, sorry, to the village. Contractor B, he got expert advice, he got some engineers, you know, he ended up making some good decisions and they constructed a pipeline. It took a little longer, right? But today in 2023, this was in the 70s, right? Today in 2023, contractor A still has a company, still have operations where they're transporting water to the villages and the new communities, you know, manually. And obviously they have a higher overhead because they have to hire men and trucks and tanks to transport this stuff and there's more liability. And today in 2023, contractor B, they have a system where they have a pipeline and water just moves from the river to the new communities and they have less overhead, less work, but there's this constant flow of water, right? And every time there's a new contract, every time there's a new community, guess which contractor they give the contract to? Contractor B, right? Having a pipeline to run and supply these new villages or new communities with water, it's more efficient today, right? It's less overhead, less expenses, and this is one of the things that the government want to deal with. So if you relate that to our business right now, right, we want to have a system in place where recruiting never stops. So you have, you know, your goal right now is to find new talent. Like our goal if you want to build an empire is to go find new talent. This is how we're constructing this pipeline. We're going to find some recruiters, right? So you have to tell yourself, number one, I'm a recruiter, I'm a builder. And then your goal is to go find you some builders. And once you find you some builders, right, you make sure everyone has a system in place. This is you constructing a pipeline. And once this system in place, you're going to have a constant flow of new talent coming in, right? Point number six is you want to have an environment to attract people that want to recruit. You see, I believe that, you know, you can have people that maybe they came from something where they were recruited, and imagine if you recruited someone that came from HR in a company, imagine if you recruited someone that was a scout, you know, in sports before. Imagine if you recruit someone that came from a multi-level marketing business, and all they know is recruiting and seeking out talent. But maybe your business, your philosophy is production or sales or income. And, you know, maybe you either, because you don't have accommodation for that person, you either turn them away or they don't feel like they're in the right place. So the next point there is you need to have accommodation for recruiters and builders. I remember, you know, having people that were doing big recruiting, and then the naysayers would say, you can't be a broke recruiter. And they would dunk talk or dunk play those recruiters, and they would feel like, hey, maybe I'm doing it, and they questioned recruiting. Imagine they're doing the right things with their time, but they don't feel comfortable because people make fun of them, right? So we want to make sure that we have accommodation for recruiters, and we have a system and an environment that facilitate anyone that want to recruit big and want to build it big, you know? I look at a lot of the second generation, you know, million-dollar earners and second generation, like yourself, Adam, you know, or maybe look at Blake Whittle or Gary Cornaday, Jr. or, you know, maybe Landry, anyone that maybe they're a second generation in Primerica, and their parents are senior national sales director of million-dollar earners, and they join this business, and they get an opportunity to just focus on recruiting and building. And, man, imagine if we had an opportunity to get involved in Primerica, and we didn't have to worry about money, and we didn't have to worry about all the distractions, and all we saw was an opportunity to just build, right? You, too, be a senior national sales director like Blake Whittle, or you look at what Gary Cornaday, Jr. is doing. These guys, they got an opportunity to just get involved in Primerica, and all they saw is an opportunity to just build something big. So we have to have an accommodation, an environment. We need to have a recruiting environment for people that want to build. I'm going to take a pause here. Adam, I don't know if you want to jump in or add a question for anyone. Yeah, actually, we're going to have to switch over to the main call here. Fantastic job on those recruiting tips. To download Cordell's recruiting tips and more, visit our website at blidellonwinning.com. Just click on the big hitter link at the top of the page, at the top of the website, and enter your username, P-R-I-U-S-E-R, and the password, go, go, go. All right, we're going to switch over to the main call here in just a second. We got Chris. Good morning, Chris. Good morning. We got Chris A. Chong ready to go, and we got Larry on the line as well. Okay, I should be unmuted. Hello, everybody. Coach, coach. Good morning. Good morning. Great recruiting tips. A lot of great points. Appreciate that. Boy, good. Good morning. All right, we are getting ready to start it off here. I will do the countdown, and we will get this thing going. All right, here we go. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the big hitter call. This is Adam Weidel. It is Monday, December 11, 2023. Let's say hello to our speakers this morning. Good morning, Chris A. Chong. Good morning. Good morning to Cordell Bryan. Good morning, coach. How are you? And good morning to Larry. Hello, everyone, and exciting times at Primerica. Great to be with you. As of today, there are 17 RVPs and above with 30 or more in recruits and six RVPs and above with 30,000 or more in premium. There are six below RVP with 30 or more recruits and zero below RVPs with 30,000 or more in premium. Our top five base shops are five, Andy and Brittany Onstead, 56 by 32, four, Fatima at Garizombola with 24 by 32, three, Karen Maid, 90 by 34, two, The Querelles with 88 by 37, and number one, The Querelles and all, 54 by 54. On today's call, we are spotlighting S&SD and million-dollar earner Chris A. Chong. Chris jumped two diamonds this year. He has five directs now, over 250,000, one over 300,000, and one over 400,000. His team is growing and has crossed over 1,100 codes last month. All right, let's get the call started with Chris. Larry, I'll turn it over to you. Hey, thank you, Adam, and what a thrill it is to have Chris A. Chong on this morning representing the A. Chong team. Chris is on his way to building one of the new super hierarchies. We need over 1,000 codes. It's just amazing. And, you know, the first 1,000 of the hardest. And, you know, it's almost like the cat is out of the bag. And when you talk about the thing, Chris, that I admire about you is that you are duplicating yourself and you're building leaders. And, you know, the thing is so many people in the company are all excited about ownership, but all they do is they own their own ability to go out there and work. They don't have anybody that they built. Or they've got, you know, it's kind of like the serial winner book, and everybody's got a dream of doing something great at Chimerica. Very few people ever build any one great leader, and very few of those go on and build multiple, you know, again and again continuing to produce great leaders. And Chris is in that category, and that's the goal. And you can learn from people like Chris, because these things don't happen by themselves. It's because of intention. You know, you've got a dream. You've got a purpose. And what that does is keep you fired up and keep you pushing yourself to come up with new ideas, keep it fresh for yourself so you can keep it fresh for your people, and do different things, you know, put some juice. The fundamentals are the fundamentals, but it's a matter of who can put the fun in the fundamentals, who can put the energy in the fundamentals to keep their people excited about it, where it's not just a boring technical exercise, you know, to do the business, you know, make appointments, keep appointments, make appointments, and get them to see what's beyond that. And Chris does such a great job of that, of inspiring people to greatness. And I know that he's learning things, and that's why it's great to have Chris on to kind of hear what's in his mind right now, lessons that are even, you know, that he's always known, but maybe are even more important to him now, things that, you know, he knows how to use his time, he knows how to communicate with people and get them on fire and keep them on fire. So, Chris, those are things that would be exciting for us to hear today, and thanks for getting on. Congratulations on the phenomenal job you're doing, and always I have to say about New York City and Brooklyn and those boroughs up there, anybody, because I used to live up there when I was, you know, in my junior high years, anybody, anybody who can get anything done in New York City will always have my respect, and never, you know, never more so than right now. And so congratulations on what you're doing and all of the obstacles you've overcome and the momentum you've got. So thanks, Chris. Listen, I'm excited to have you on the call. We're excited to be here, Larry. So many good stuff is happening. I watch all your stuff. You know, I think the seriousness that you take Primeric is how Primeric is going to pay you. And, you know, I had a call this morning, you know, I sent out some messages this morning about how easy Primeric is compared to other businesses. It's probably the only business that you could turn around, like in the space of two, three, four days, you know, you can turn this business around. There's no other corporation in the world, no other kind of company that you could do that kind of stuff. But, you know, it's an incredible business, you know, to build and get a chance to live the dream. I'm going to be speaking at the leadership event in January. And I think about how many people in this company have become financial independent, like really financial independent, not, you know, they make a little bit of money, not that they have $200,000 or $300,000, but they got, you know, $100,000, $200,000 a month of cash flow just constantly coming in no matter what they do. And so I work really hard to build a business. And I think of, you know, RVPs, I think of this business as a business. I don't think of this business as a cool way to make some money or, you know, hang out. I really think of it as a corporation, as a business, and I approach it that way. And so I am relentless with, you know, what we do on a day-to-day basis to continue to keep building our business. Like we spent a lot of time promoting RVPs, which I'll talk a lot about in the leadership meeting. But then we have to make sure these RVPs become successful RVPs. And so I'm not, you know, I'm not in a position where I can let an RVP just be. I'm in a position where I have to have an RVP continue to keep growing. Otherwise, the amount of work that we put in to get that person an RVP and the amount of work that they and the sacrifices that they did to get the RVP wasn't worth it. So every time a person hits another milestone, it's time to go after another milestone. And so I really believe some sort of freedom you can start getting. It starts at $30,000 a month and then, you know, like a real comfortable where, you know, you can actually, you know, be able to spend and live and be irresponsible a little bit and enjoy some hobbies. I'm opening up another art gallery here in Fort Lauderdale. I know that's a passion you have too. But being able to do things you love is $100,000 a month. So today I think it's a good time for us to talk about $100,000 a month compensation and for people to upgrade a little bit from that little $300,000 a year or that little $400,000 a year but start thinking about $100,000 a month. So, I mean, I got a lot to talk about, but, you know, I don't know if you have any specific questions for me. Well, talk about, you know, you challenged your guy there to explode his recruiting. You know, you need a recruiting explosion. Talk about why the importance of not just, you know, growing your recruiting but have an explosion. You know, you draw the line in the sand and say, you know, we're going for an explosion here to get things going. And why do you see that? Why is that so important? Yeah, like back to what I was saying in terms of this is a business. I own a business. You own a business. We have to figure out what resources does our business need to become healthier every single day. And every business is different. Recruiting is not. Recruiting is not the solution for everyone's businesses. It is a solution to building a big business. And, you know, so when you look at people's businesses, that their income is stuck or their income are flat or their licensing is down or, you know, any of those things, the income down, you could draw it back and you can go back, holy crap, look at the recruiting. The recruiting, there's not enough new leaders. You know, Cordell did a great job. He talked about finding new talent. There's not enough recruits coming in to find new talent. And you've got to go through masses of recruits to find, you know, new talent. And so every day your business is set up in such a way, like, you can do maybe a lot from no recruits, but your business will never be able to do a lot from no recruits. Most of your guys, they're not skilled enough to get a lot from no recruits, but the more recruits that they got, the more they can get out of that. They can make more money from those recruits. They can develop more leaders. They can get more promotions from those recruits. So recruiting, it's almost like, you know, it's like an antidote to probably helping most businesses. And you've got to get big. You know, my belief on the business is you've got to have, you know, because you look and there's so many different types of businesses now in America, there's some that's unhealthy, there's some that's healthy, and then there's some that's big, okay? I believe you need to have a healthy business, but also a big business. Not just healthy, but healthy and big. You look at what the Naranjo's got going on, like things like that, you realize that they just don't have a healthy business. They have a healthy business and a big business. I call it, if anyone is close to maturity, mature dates, you know, I call it SSIs. Size, we've got to focus on size. So, you know, you can't just keep on having a small little, you know, overwork to business. Standards, so I see people that they have a big business, but they haven't kept up standards. They don't have things in place where, you know, they're constantly working on getting more done. So size, standards, and income. You can't just, you know, have a business that's just floating around without making money. So size, standards, and income, the way that, how you get that bigger is through recruiting. So you need to have a big recruiting explosion for most people's businesses. I actually have RVPs, or I've seen RVPs, where they don't have a recruiting problem. They have, you know, their recruiting is going in the right direction, but they have a size problem. They have a standards problem where they need to increase and they need to have a big expectation. And put things in place to get more production, because, you know, you have to fall in love with production, too. Just like we fall in love with recruiting. I've noticed that over the years. I've adjusted that to kind of like, it's almost like, you know, like which lever do I pull today? It's got to be your job to pull that lever. Every day you pull a different lever. You pull a different strategy. You pull a different creativity that you have to have happen, and it never, ever stops. Okay. This should, you know, this thing about building a business and getting free and stopping, I don't know if it exists. I think it does exist for some people, but for me it doesn't. You always have to, first you build a business, then you have to run a business. And I'm fighting with a lot of leaders, some of them are my really good friends, that they've built businesses and then they forgot to run it. And you've seen this over the years, Larry, more than probably anyone else, because the big hitters call, you notice the number ones always change. So you go to number one and then what the hell happened? Okay. You know, you have to continue to build your business. That was a mouthful. All right, Chris, this is Adam. Talk about what some of the main things you do as far as building your business with your team, keeping them motivated, the things you have in place for competition, you know, within the Bay Shop to keep those numbers rolling and to keep everybody excited about growth. Yeah, there's a lot. We do, you know, we probably change up a competition. But I think events are a great, great thing for competition, and this is a strategy of planning for events. I can tell you one of the things that we're focused on now is understanding that the business we're in today, I think for most people, we still haven't been updated on the business that we are in today. Yes, we're still the same Primerica and all that stuff, but there's a lot that's changed. Like, you know, we can't be afraid of Zoom. Like, you know, I hate to break it to some people, but we have to fall in love with Zoom, you know, and use it to our advantage. You know, because I'm from the old school, I have to continue to keep adapting, but there's people that they're still fighting Zoom. Zoom, you know, I probably, you know, somewhere around 90% of our business we closed through Zoom, okay? And then there's some people that gave up completely on being in person, which, you know, I don't think is the right strategy. We also need to be in person too. Like, Home Depot has online stores and they have in-person stores, okay? You know, there's certain things you can't do online, okay? You have to do it in person, you know, to continue to keep building your business. But I'll give you one that I think is where we're at right now, and everyone needs to understand this and put this into action. I wrote this down a couple months back. It says it's so important to understand we're no longer in a regular setting up to set up business. It's actually gotten more to being a today for today or a now for now business. Let me explain what I mean. We all need to create a quick, rapid, jumping, explosive business. The goal for every day is you are looking for that today for today, explosive person or market. A recruit to recruit someone for now, so I recruit someone and I recruit someone for them now, two hours from now I recruit someone for them now, or a sale that turns into another sale now. We're no longer a set up, you know, I'm going to get to it next week. I'm going to book an appointment for next week. It's today for today, now for now. I'll be available the next hour or I could see in two hours what works better for you. I just recruited you. I'm going to do the same recruiting presentation in the next hour or two. How many people can you put in front of me? And if we build a business where we have, you know, 20, 30, 40, 50 leaders every single day that's doing that on a day-to-day basis, there's two types of business. There's ratio-driven businesses and there's skill-based businesses and ratio-driven businesses. I run a ratio-driven business. Yes, I have leaders that are skilled, but skill is for a one-on-one thing. I'm trying to build, you know, like what else, a factory, so we need a ratio-driven. Go do four, close one. Go do four, close one. How many guys, how many, you know, can you do 50 appointments in a day? Maybe you can, okay, but I guarantee you can build a team that does 50 appointments in a day. So that's probably a big focus, and when you look at the A unit hierarchy, what they're focused on, today for today, now for now. Zoom has changed our life. It gave us the ability to, you know, do now for now, and we have to take advantage of that. Did we lose Larry? You got me, Chris. Exactly how are you using Zoom? You bring a new person in, exactly how are you using Zoom? And probably by the time they come in, they've got a clue because you've already had some Zoom appointments with them, but how are you using Zoom and maybe some advantages you found that other people have not found about Zoom? So a good opportunity to do is set up a workstation kind of environment. So I think every office needs to be, well, our offices, we have all of our RMPs have offices still. They have nice size offices that, you know, they don't have big personal offices. They're smaller, more of a cubicle kind of offices, and so on a day-to-day basis, 30, 40, 50 people are in the office, and maybe they're in a big boiler room making calls. Everybody's setting appointments, booking appointments. They're looking for that explosive person. They're looking for that explosive market. So, you know, maybe 9 o'clock they'll meet someone and they'll go, hey, I can meet you on a Zoom at 10, and then they jump in the booth and they meet with this person at 10. They show them the business. The person gets excited. The person gets recruited. They set up a, you know, this is through Zoom. They set up a plan for them, a strategy for them, and then they go, hey, in an hour let's do another one of these, and then they set that up, and then all of a sudden, you know, they got another one. And, you know, I learned it from the great Shelley and Rain. It's called jumping. They just jump from one appointment to another appointment. They get a referral from a client. They go, they call that referral. Do you think that referral might be available right now? They call them and say, hey, you know, I want to meet with you today. I can meet with you now, or we can meet in two hours. We can do it via Zoom. And so all day long they're not home. I don't believe that's a great place for business to be home. It's not very duplicatable. It works good for people that are just interested in the sales aspect of Primerica, but if you want to build RVPs that have base shops, okay, there's this thing called base shop, okay, where, you know, premium gets done, where, you know, I was looking at the incomes in Primerica, and I want to challenge leaders to get their act together. Don't wait until it's too late. You know, you have to drop, you know, premium, give you the biggest bonus, the first check of that month. It's scary, but, you know, I looked at the incomes. I think I'm, like, number 15 in income or something like that so far for the month. I don't like to be number 15, okay? But the reason we're number 15 is people die in December, you know, which is a whole talk that I have about December and facing, you know, Christmas and being, you know, respectable of your business and making sure your business continues to profit. I look at hierarchies fall asleep in the holidays, and it's funny to me. And so what do you do to keep your team from falling asleep during a hierarchy, and what do you do to develop those leaders to where it's not just you nagging everybody all the time, but you see that push coming from your leaders? I made a stand a long time ago that I'm going to build a business of integrity. I'm going to build a business that's a real business. Like, you know, when you pay attention to business, there's not a healthy business, a healthy corporation that's not jacked up and don't have a game plan to win in the month of December and make millions and millions of dollars. Meanwhile, us in Primerica or a bunch of leaders in Primerica, they're planning Christmas parties, and they're bad examples for their people. So what we do is we decide, you know, make it become a good example. And what our regional vice presidents are, they're incredible examples for their people. Their people never see them do weird stuff. Like, if they recreate, they recreate outside of the country. They never see them recreating inside of the country. They're in a position right now where they're trying to get their family. That first generation to become financial independent has got to do something different. And we can't think that all of a sudden we're in Primerica. Like, I had a conversation with a guy the other day that says, you're doing well, but how's your family doing? You're doing well, but how's the people back in your country doing, okay? I understand you make a little 100, 200, but you still got the people in your country that you told you was going to come back and save them. You told them you was going to change the generation, change the bloodline. And so we have messages like that not every other day, Larry, every day. Either they're inspired, they're annoyed, they're aggravated, but Chris A. Chong don't stop doing his job. My job is to make sure that you don't settle at 100, 200, 300 grand. My job is to make sure you get to a million. My job is to make sure that, you know, like I told a grown-ass man this morning, I said, when are you going to grow up, bro? You know, you can't continue to keep playing with Primerica where, you know, you're disrespecting your family and you're not able to put, you know, food on the table. And I don't mind having these conversations. And so as a leader, you have to have these conversations with your people. And it's about, you know, I wake up, you notice because you're old school like me, I wake up at 5 o'clock, today I woke up at 430, excited about this call. But I wake up every single morning. I am the rooster in my business. And I expect every leader in our organization, I respect them. I don't disrespect them in a sense where, you know, they're grown men and grown women. But we have guidelines. We have, you know, we're not in a position where we can just be happy and jolly and think everything's all right. We have to stay frustrated. We have to stay, you know, fired up. We have to stay, you know, we have to be a great example for the leaders. I mean, if you want to get some sort of freedom, and there's a lot of good stuff. Like, it took me two years to build a decent base where we was doing 40 by 40, 50 by 50. I did that in 06 and 07. My wife passed away January of 2008. I decided to start traveling and all that stuff. I haven't had to go back in the base shop since 2000. I haven't done a personal sale, you know, for money since January of 2008. Don't tell me building a Primerica business is hard. Tell me it's worth it. Tell me getting that freedom, the ability to just, you know, yes, there's making money. But there's also a life called spending money. There's also a life called living and not having to worry about is there going to be enough. Get a game plan together where you've got 20, 30 million that's going to be ready for you every time. You know, like, if I don't save another dollar, like, I spend everything I've got. If I just, like, do the worst things on the planet, I'll still have 20, 30 million at retirement. How sick is Primerica? Don't tell me, you know, I'm too tough. Don't tell me that, you know, we're too overzealous. You know, who I need to be as a leader to take these people to where they need to go. When you're financially independent, we can joke around and we can do all the stupid stuff. But for now, let's let the bullets fly and do something special. Hey, Chris, Adam, what do you guys have in place? You're talking about, and that's exactly right, and I've never actually heard somebody say that out loud, but exactly right. All these businesses are geared up for Christmas. All these retail companies do the biggest percentage of their sales through the Christmas holidays that carry them through the rest of the year, and a lot of people at Primerica and these type of businesses. But the numbers drop. They go down. They kind of, you know, take a little mini vacation through the month of December. But talk more about what you do with your guys specifically as far as to make sure you don't have a slump in December, to make sure you power right through into the new year, so that they have that different mindset as this is a time to explode and not a time to relax here in the month of December, you know, coming into Christmas. Yeah, this has been years and years. I mean, sometimes you can't change it right away, but it's years and years of, you know, of just doing the same thing. I think every year we go through the same thing. We make a clan vacation. You get to decide what side you want to be on. There's two types of people in December. There's people like entrepreneurs that are really going to be successful, and then there's sheep. You know, I don't mean to disrespect people, but really people really still believe in Santa Claus. People really still believe in, you know, there's going to be, you know, it's the most beautiful time of the year. It's the most disastrous time of the year for business. Let's call it what it is, at least for a lot of the guys in Prime America. The numbers are, like, hilarious, like, you know, and leaders know that this is going to happen, and they provoke it, okay? But our leaders are very clear that they can't be a sheep. They understand what the corporations are doing. They understand that, you know, that they're trying to make them say, yes, it's tougher, yes, it's harder to get a person, you know, in front of you. It's a great time of the year. Like, we believe December is a great personal production month, okay? You know, you could personally go after it. A lot of you guys, they're hiding. You know, like, I looked at my base shop this morning. I texted a bunch of people. I go, are you waiting until January? You know, there's a whole gang called the wait until January gang. I'm not talking about clients. I'm talking about so when you make a stand and you're, you know, so we have hundreds of leaders that, you know, that say, you know what? I'm going to wait until January. Well, we're going to let you know that we know that you say you're going to wait until January. If your numbers are where it needs to be, you know, go sing your Christmas carols, drink your eggnog. I will see you in January. But for right now, the real true leaders, so you get to decide. You get to separate yourself from, you know, from the masses of assets, so to speak, and be a person that, you know, that really, that you can't let your business go. The profit is so when, you know, outside of being, you know, boisterous and loud and all that stuff like I am and you're crazy, there's really a business sense behind it. Like there's really like a lot of money on the line. The profit that your business got from January to October, November, you lose it back in December because you need an extra. Rich people do not take off in December. I have houses. I have Airbnbs. I have a high season. We're going to travel in January. January we're going to spend money. January we're going to have a good time. January is when we're going to take the vacation. When the rest of the, you know, the sheep is back into, you know, because people don't have goals or serious about their goals. They're serious about recreation. They're serious about, you know, spending money. But they're not serious about their goals, and we've got to make sure that you're not one of those types of leaders. So, you know, there's a, you know, we have an event in January, the biggest event ever. It's called Dream Life Weekend, and really Americans can give you a dream life. If you're able to sacrifice a couple years, I don't know, you know, people know me, but I've traveled every single month since January of 2008. Tell me which business you can do that. Like I've disappeared at least a week, sometimes three weeks, sometimes four weeks, and I'm gone, and my business continues to run. But you know who's up and who's running their business? I run my business. My leaders, they build their businesses, but I run my business, and I leave them alone. They don't hear from me if their numbers are up. But if numbers is down, we have, in our hierarchy, we have no toleration for stagnation. Numbers has got to be up. Show me your numbers. It's got to be up. It's going up. You can have your numbers down, but, you know, the real leader is their numbers. You look at there's so many examples of REPs on our team that there's not an REP. Last month we have 18 REPs outside of one that's retired. I think he's like 90 years old or something. Every single REP bonused. Every REP dropped over 10,000. Some of them did 40 or 50. But every single REP, because it's a standard. A lot of them are writing 8, 10, 12,000 a person premium. Well, you ain't got a team. Well, go write it. It is what it is. You've got to raise the intensity. Your people will hang out. They'll do all kind of foolishness if you let them do it. I mean, it's their business. They can do whatever they want. It's their life. But you need to be there edging them. You need to be there respectably telling them, reminding them about their goals and dreams, even when they don't want to hear it. That's your job as a leader. Everybody's got their job. And I think some people don't want to do their job. They want to just override. Override is overrated. Overrides are overrated. Do your job. Your job is to get people to stay uncomfortable, to get a certain amount of activity happening every day. Every morning, this is it. Every morning, you've got to dig, fight, dig, fight, dig, till you get results today. This is not a setup business. Today is today for today. I need results today. I need to eat today. I need to, you know, get success in my business today. And so when you're preaching this kind of message every single day, because that's my job, some people are going to get it. Some people are not. But the real leaders, they never stop coaching. Sorry, Adam. Yeah, Chris, this is Adam. I'm going to jump in here with the mid-call announcements, and we'll get back to it. I'll see if after I get done if Cordell wants to jump in with a question. But there's a fine line between mediocrity and greatness. Here are three tools to give you that extra boost this week. First, check out Larry's latest blog, Recruiting Tips. Three red flags for a bad recruit. Second, check out Larry's podcast. This week's episode featured Mark Weiss. He's the owner of the famous Weiss Gallery in the heart of London, and he's a worldwide recognized expert in the art world and has many tried and true insights on winning from his experience in that industry. Third, listen to this week's call on a replay line or download the call on ydellonwinning.com. Click on the big hitter link at the top of the page and enter username P-R-I-U-S-E-R and the password gogogo, both all lowercase. The replay number for this line is 667-771-7907, and the PIN is 982755-POUND. To stay in touch with Larry, follow on Instagram, Twitter, and Facebook, and be sure to follow at Big Hitter Club on Twitter for all your big hitter updates, and be sure to leave your thoughts and comments on this week's call. Cordell, you want to jump in with a question? Hey, good morning. Can you guys hear me? Yes, sir. Awesome. Great job, Chris. Thank you so much. Thank you, Adam. Thank you, Mr. Weidel. Chris, I have two questions. The first one is, like I mentioned earlier, you called me a couple of weeks ago and you said we need to have a recruiting explosion. I don't know if you could go back a little bit and think about what does a recruiting explosion look like and how did you create a recruiting explosion for your team and also that recruiting environment? So that's the first question. And then the second one after that, I don't know if you want to touch a little bit on mental toughness. We have a lot of folks that are dealing with the market, economy, inflation. They're dealing with sickness. Family members are sick. Family members are dying. People are dealing with realities of life. But how are you able to stay mentally tough and push through, be an animal, and build a business in these times? Well, I got one question for you first. Do you like me? I love you. Do you like me all the time? No, absolutely not. And so if there's one thing that we need to get better at as leaders, is your people don't need to like you all the time. Matter of fact, there has to be, when I grew up in a business, we could have conversations, like you can get like a, you know, I know there's leaders today that they do an incredible job and inspiration and stuff like that. But people have to be uncomfortable. And your job is, if that's what it takes, that's what your job is to do. And there's times where we have uncomfortable conversations, Cordell, and that recruiting conversation was an uncomfortable conversation. Like, you know, when are we going to, you know, like, because the reality is, the recruiting is just a spinoff problem, okay? But, you know, there's problems that's happening in your business, like income and there's things that's going wrong. It's funny you're saying that. I had a conversation with a person this morning. We always say this. Actually, this is one of the things you always say, winter's coming. Winter's coming for all of us, guys. You know, there's always some kind of family issue. There's something, you know, there's, you know, a real estate deal that's falling off, you know, that you're about to lose, you know, $500,000, $600,000, $700,000. There's this, you know, someone's dying. There's always something that's happening, but you've got to be prepared for that, and it's two different things, you know. And so you have to have, you know, when we talk about mental toughness, you do have to, you know, just go, like, this is going to happen, and you have to be prepared for it. The challenge is we're never prepared. We get caught up in, you know, recreation, and we get caught up in hanging out, and then we're, like, there's people that don't have money that's in Prime America, which is unbelievable. Like, not having money in Prime America is, like, the weirdest shit ever. Excuse my language. You know, it's just, like, how? Like, you know, it's the smallest ratio in sales on the planet. There's no sales that there's a four to one, one out of four. Every sales is, like, you're trying to sell a car, it's, like, one out of 100. You're trying to sell something, it's, like, one out of 100. The ratio that we have is, like, the most ridiculous ratio. So, for you to not have money, you know, something's wrong, okay, but you have to have that mindset that, you know, something's in it. So, I have to prepare, and financial resources has got to be a priority. So, there's people have priorities, and what's above our priorities, your family, your priority, and all that stuff, what's above our priorities is an obligation. And my job is to teach you as a man, Cordell, and we've done this over the years, is to take care of your obligations regardless of how you feel. There's hiders, and then there's providers, all right? I understand it hurts and all that shit, but as an adult, as a man, as a person, you know, even women too, you know, that's leading their family into battle, that first generation of wealth, that first generation of financial independence, you're going to do all, you're going to sleep, you know, late, you're going to wake up early, you're going to have a comp, you know, you're going to grow. And so, there's nowhere to stop it. That has nothing to do with Primerica. It has to do with life. Life, something's always going wrong. Like, I have, I have somebody here that told me, you know, somebody in the family had cancer, and I'm going, you know, I know people are going to get cancer. There's leaders that, like, I have a cancer fund. People go, what's a cancer fund? I have, you know, an extra hundred and something, thousand dollars set aside, and if something happens, you know, it's just there for that. Like, what if, you know, you have that money set aside for that? In terms of, you know, so that's an ongoing thing that you constantly worry. No one does it perfect, by the way, okay? I know it sounds like I got it together, but, you know, everybody goes through mental challenges. Everybody goes through, you know, doing stuff wrong in their business, but you got to clean the slate every day. So, let me quote you on something. Years ago I created this quote, direction supersedes position. Today might be the worst day on the planet. Your business might be shit right now. You might be, you know, you might have the roughest time right now going in your business. Just get up tomorrow or today, excuse me, and just give it a clean slate. Just start going in the right direction. You can't fix a lot of the stuff that went wrong. You can't solve a lot of those problems, but just get back in the right direction. That has saved me a thousand times in Primerica. I just go direction supersedes position, direction supersedes, and I just start that day. I just focus on going in the right direction, okay, and putting things, getting more healthier financially can save you from a lot of the problems. If you would have fixed that healthy financial problem years ago, some of the things that we're going through right now, we would never be going through it. But get ready. I put this quote together that says, if you don't build a business and become financially free and financial independent, in your 50s and 60s, you will have a 9-to-5 job. Could you imagine that, having a 9-to-5 job in your 50s and 60s? What if you need to take a nap? People in their 50s and 60s, we need naps. We get tired and shit. You can't take a nap. You're at a 9-to-5 job. You're stuck there. I had a medical issue the other day, and I didn't do nothing for like five days. What happens if you have a job, and so you think you have time, but you don't have time? You have to get absolutely dead serious where you put your obligations over your priorities for a few years until you can get free. In terms of recruiting explosion, it starts with what you was going over this morning. You have to have an environment where people prospect. I think we got into this thing where we are a pretty company. I just want to be loud and clear. We are as sexy as it could possibly be as a company, Primerica. But you're not Primerica. You're you. Your checking account is different than Primerica's checking account. You can't be too pretty to prospect. You can't be too pretty to get up and go meet some new people. You can't go be too pretty to talk to 100, 150 people in a day so you get one freaking recruit. You can't be too pretty. People that get too pretty, they build organizations that's too pretty. Obviously, you can tell there's so many of you guys, and you ain't doing nothing. I was going to say shit. You ain't doing nothing. That's because the head is pretty, and everybody is following suit. You've got to step out. Some of you guys need to step out of your hierarchy because they're not a good representation. I'm not trying to be rude, but you've got to go take care of it. If I drop the ball, and I do drop the ball a lot. I'm probably one of the most irresponsible leaders, and I'm not the lead all the time. But my guys, they can care less. They can give a fine about what I'm doing. They go build, and they go, don't pick up the phone. Chris is calling. He's a distraction, and I am a distraction. Every day, I call a lead, and I go, hey, how about we go travel somewhere? How about we go travel somewhere? Most of the times, guess what they're telling me? No. I go, I got a free house. You can come, and you can go hang out. We can go to the spa. We can go travel. I got another house in DR. I can go do that. And they go, no. They go, maybe in three months. Some of you all, on the phone, if I called you, I see you playing. The worst things right now for you, I've told somebody the other day, get clean. If you want to create a recruiting explosion, get clean. Stop doing drugs. Stop doing alcohol. I know I shouldn't be talking. Stop playing golf. One of the stupidest games ever on the planet. I'm not saying the game is stupid. I'm just saying where you're at right now in your life, you should never be playing golf. Your guys should never see you on a boat during month end. I have a whole team that they ask me to coach them, and every time I see them on a freaking boat during month end, I go, I'm not coaching you. Like your intensity level, you're a very terrible example. That's why your team is doing the stupid stuff that they're doing. And so you hear, I don't know if you hear, don't listen to what I'm saying. Listen to the intensity level that you need to have as a leader to lead your people into battle. They're trying to free their family. They're trying to make sure that their kids never, ever, ever, ever have a job for the rest of their life. How the hell are they going to do that with a little bullshit 200,000 a year? They need to get absolutely focused. Half a million, a million. We need to have a few million accumulated in the bank. Is this a little too much? But this is normal. This is in our hierarchy. This is like everybody on the call is probably like, whoa. In our hierarchy, they're like, okay, sounds about normal. Because this is what we do. This is the intensity level that's required. This is a dream, a chance. Like Cordell and Candacy, they're getting a chance to free their families forever. Don't tell me this thing is we're too tough or we're too passionate. Get some passion. Put some passion in the pot. Same Primerica, but you ain't got no passion, and we got passion. That's why we're winning. It worked. Hey, Chris, talk about what you were doing before Primerica, how you got into the company, and where your life probably would have been headed if you hadn't got the opportunity. The clean version? I was a young kid. I just came to America, and America at that time was New York City, Brooklyn, New York City. It was a crack pandemic. We just went through COVID, but back then it was a crack pandemic in 1987. There was nothing good to see, people robbing each other. It just was drugs. Obviously, you get caught up in all kinds of crazy stuff. Prior to Primerica, we did a little bit of nursing. I never really got a chance to do nursing and use my license the way you're supposed to, because I got involved with Primerica almost right away. In nursing school, I met a girl, and she introduced me to Primerica. My great-aup lines, Raincar, Costello, they just took me under their wings. They was at my house the other night, and they brought their grandkid there. I remember hugging their daughter that was the same age and now hugging their grandkid that's the same age, less than a year old. It really was I would have been without being the clean version, I would have been dead or locked up. That's what the streets have for you when you're in the wrong environment. We joined Primerica, and we had to get a little bit clean. That's why I love Primerica. Even at times when we wasn't as pretty or we didn't look, Primerica still continued to pay us. They didn't let me speak on stage, because they didn't know what was going to come out of my mouth. They never stopped paying us. They never stopped believing in us. Our up lines, they kept on going, hey, you can do it. We took that same aggressiveness, that same assertiveness that we had prior to Primerica, and we added it into Primerica. Sometimes it works really well. Sometimes it repels some people. The beauty of the business is your business doesn't have to be like everyone else's business in Primerica. As a massive corporation, they continue to keep paying you no matter what. I run a very compliant business. I run a very strict compliant business. We don't play any games. You do something, you're gone in a second. We don't approve of any violence or anything like that. But we was in trouble. But there's a lot of people in Primerica that's in trouble. You're raising softies. You're raising people. We're in an opportunity to change our life when we're drowning, when we should be thriving and doing something special in our life. Yes, it's a numbers game, but you've got to get some kind of numbers working in your favor. Here's the challenge. I joined Primerica, and in order for me to win in Primerica, I had to grow. I had to self-improve. I had to become a leader, and I had to learn. I had to be a completely different person. I couldn't do a lot of the things and say the things that I said. I had to grow. I think a lot of people, it's not that they can't win with Primerica. I put a quote there that says it's not that you're a loser, you're just not aligned with God. It's not that you're a loser in Primerica, it's you're not aligned with success, and you're not willing to change. You're not willing to change your attitude. You're not willing to change your vocabulary. You're not willing to change how you deal with people. You have anger issues. I probably have anger issues too. I have happy anger issues. My anger issues are not negative anger. It's positive anger. Believe me, there is such a thing. But we constantly keep working, and we expect our leaders to be leaders. When you're not the head, I tell people you're the tail, and the tail is connected to the – have you ever seen a dog with the tail that's connected to? And that's not a good smell in place, okay? So you always got to be the head, not the tail. You got to never stop coaching as a leader. I mean, that's what this call is about, is coaching. And leaders, don't let your disruptive players, because there's leaders on this phone that are awesome at this business. There's leaders on this phone right now that you're biting your tongue. You're holding back. You're not coaching your people because you have disruptive players in your base shop and disruptive players in your organization. Be direct with them, but continue to keep coaching, okay? Give them a chance to grow because maybe they're like me and they're disruptive, but one day they'll become big. Put them in the corner. Be direct with them, but continue to keep coaching your business. Don't let these disruptive players make you stop being a coach and stop coaching. I think it's a big adjustment. All right. Chris, talk about your lifestyle now. Talk about the trips you're able to take. You're talking about money you're able to put away. You're talking about things you're able to do. Talk about all that stuff for a little bit. It's really wild. I just got back from the Dominican Republic, which is one of my favorite places in the world to go to. It's probably the most authentic vacation that I take. It's just like a relaxation because I think you need that. The cool thing about our business is if you build a business, if you do your job, then you get promoted. Let me say this loud and clearly. Only when you do your job consistently long enough do you get a promotion. Then you don't get a promotion to not work. You get a promotion to do what? Another job. If you're still in the field, that means you didn't do your job good enough yet. That's why you haven't gotten promoted. If you're a regional vice president and not a senior vice president, you haven't done your job good enough. Eventually you'll get a job kind of like mine. It's like I have a job. My job is I got to sell the dream. My job is I got to make sure that I show you exactly why you need to get up and get to work every single day. Then I need to make you all comfortable. That's my job. I get to do it. I do videos for my swimming pool. I feel like a drug lord in my swimming pool in the Dominican Republic. If you've ever been there with me, it's the most insane thing. I have to pinch myself sometimes because sometimes you're just swimming in the pool and then there's people that's cutting the lawn. There's people in the kitchen cooking breakfast for you. They've got the table set out and the lawn for you to have breakfast. There's people cleaning the inside of the house. The driver's outside polishing the car. We're getting ready for you to go. The spa is getting warmed up. The masseuse is coming in. You're sitting there and you're swimming in the pool. You look up and you just see all this stuff that's going on. I'm there alone sometimes. There's 10, 12, 15 people working in the house. It's the wildest thing ever. It's Primerica. By the way, I've done a lot of stuff over the years and people have seen stuff on social media. I've never made any money outside of Primerica. I just want to make that really clear. I've made a tiny bit of money in real estate, but I just did a deal that I'm about to lose it all back. I'm just letting you know, Primerica is where it's at. It just looks good. Everything else out there looks good. My art gallery, it's a non-profit. It's not a non-profit, but shit, I could write it off as a non-profit. The dream is really alive in Primerica. There's so much fun stuff to do and do with your team and do with your family. Retiring your parents, it's probably the biggest dream you should have in place to just get them to just go. They don't worry about stress and worry about money. There's so much financial problems that come up that if you just get rid of those with some of your loved ones, you could really change their life. I mean, like next week I'm going to Vegas. I'm going to go see Patty's daughter's show. I don't like Vegas personally. I like gambling, which is probably the only, well, not the only, but one of the bad vices I have. We're going to go see Patty's daughter's show, and then after that we're going to go do the Spear thing. I can't even say the name of it, Spear. We're going to do that thing, and then we got front row tickets to the UFC on Saturday. But it's just every month there's another one. Every month there's another trip. But that's the benefit. Leaders stay in the kitchen. If there's one thing I can tell you, and I'm just looking at time, is too many leaders run from the kitchen. The kitchen is hot, and we're scared. It's too much pressure. You need to hang around people that do more than you do. You need to hang around people that make you uncomfortable, that the incomes are three and four, five, ten times your income. So this way you stay in the zone. Don't run from that. Too many leaders in America, they think they got their little contract and they become segregated. I look at leaders left and right. It's just a matter of time before they fall because they become segregated. Stay close to your RVP. Stay close to your upline. Why in the world do you think not being close to your upline is smart? You've got to be close to it. I'm still close to my RVP. If my RVP said jump, I would say how high. I'm an SNSD. That's how close. I believe in respect. I believe in, you know, I promise you just sometimes Cordell and some of our RVPs and all of them are doing an incredible job. You know, they want to, like, kill me. They want to curse me out. But thank God none of them have knocked me out yet. I'm sure they've thought about it, but there's that level of respect. I get along with every one of my RVPs, and that's a personal decision that I make. Like, we fight, but we don't divorce, okay, unlike the real world. We fight, but we don't divorce. We don't have a 50% ratio like, you know, marriages do. We have 100%. We fight, but we what? We stay together, okay, and we make up and we move on. So just, you know, life is incredible. It's crazy. It's insane. All right. I'm going to go around here. We're getting here close to the end. Cordell, you want to leave us with your final word, and then I'll let Chris jump in for a few more minutes with his final word. Thanks again, Adam. Thank you, Larry. Chris, phenomenal, phenomenal tips. I mean, what I saw ever since we joined the business and Chris A. Chong was, number one, we saw him as a mentally tough person. You know, we saw him fighting every day, you know, obviously deal with life and, you know, challenges, sickness, death in the family and all that stuff, and we saw him showcase and portray mental toughness. I think that's one of the biggest takeaways, mental toughness. And number two, we saw a recruiting environment. We saw a recruiting explosion. We got involved and introduced into something that was just, that's all we know, just, you know, recruiting, building licenses, promotions, you know, field training, competition. Chris didn't touch on competition, but I think you've got to develop some type of competitive spirit in you. When I joined, I was passive and laid back, and, you know, we had to develop that competitive nature, you know. So those are just some of the three things that we want to attribute our success to, and I definitely want to thank Chris publicly. We in the group texted, man, this guy is fearless, and we're grateful to have a fearless leader in Chris A. Chong. Thanks. Yeah, you are absolutely special, buddy. All the RVPs in the hierarchy are special. I absolutely, without a doubt, love them, you know, and my goal is to get them to, your family deserves a seven-figure lifestyle. And I swear to you, with everything in me, you can cut me open. If you pay the price in Primerica, you can live a seven-figure lifestyle. It is a dream come true in Primerica. You know, I know it's wild and aggressive and all that stuff, and you've got to change, but, man, if you could just, you know, just get it up to where you're making $100,000, drop it in your account. Could you imagine dropping your account every single month, you know, and it just keeps dropping in there. You know, and you can't stop it. Like, you know, whatever you do, you can't stop it. It just keeps growing and growing and growing, and I can't wait for that for all of our leaders, all our regional vice presidents and future vice presidents that's coming. So we're proud to represent, but it's not us that's doing the work. These guys are doing the work. They're relentless, man. Like, you think I'm intense, you should get some of them over here. They're insane. Thank you. Thank you so much, guys. Yeah, thanks, Cordell. Great job with the recruiting tips. Thanks, Chris. Great job on the call this morning. Appreciate you guys being on. Fantastic job. And we'll look and see what the new year brings for both of you. But thanks again for being on. Have a great rest of your day. Have a great rest of your week, and we will talk to you soon. Thanks so much. Thank you. God bless. Great holiday, guys. Great December. See you later. Bye. You too.