BHC - Lorenzo Carrion & Willy Naranjo

Adam welcomes Lorenzo Carrion to a pre-call segment to discuss recruiting tips. Lorenzo emphasizes the importance of professional follow-up in recruiting, rather than being pushy or cold-calling. He encourages building relationships and showing commitment over time. He also suggests reaching out to contacts in your phone, even sending personalized text messages, which has yielded good results for him. Adam mentions Lorenzo's success in sending 3,000 individual Thanksgiving messages, which resulted in 180 responses and 10 new appointments. Willie is then introduced for the main call. Is that you Adam? Yes, sir. Good morning, we've got Willie and Lorenzo. Good morning Willie. How are you? Good man, how are you Lorenzo? Everything great Adam, how are you? Fantastic, excited to have you on this morning. Thank you, it's an honor. We will get you going here Lorenzo, I'm going to do the countdown, we'll let you run for about 12 minutes with the recruiting tips and then we'll keep you on to ask some questions on the main call, and you'll just give us your best recruiting tips here this morning, what you guys are doing to get your numbers up and keep them up, and then we'll roll into the main call. Perfect, great, can't wait. All right, perfect, here we go. 5, 4, 3, 2, 1. Welcome to our pre-call recruiting tips segment with RVP Lorenzo Carrion. During the COVID season Lorenzo achieved his 4th, 5th, and 6th diamonds. He has 383 licensed reps in three states. Lorenzo, good morning, what recruiting tips do you have for us today? Good morning Adam, good morning, it's an honor to be here. Thank you for the invitation, thank you Larry, and thank you Willie for having me here in this call. As a recruiting chief, one of the things that I train my people a lot is becoming a professional following up. Basically, when you are committed to this business, people want to see your commitment, but your commitment sometimes will show up with time. With the time that you're still on the business, with the time that you're still actually looking forward to become RVP, get to the next milestone and all that stuff. In order that people can see that, you have to do a great follow-up. When you become a professional follow-up, basically you don't become a terrorist. One of the things that I say is not become one of those cold-calling persons that just call every single day to the same person. No, just become a professional, take notes of what the last time that person told you about it, and just follow it up with them to see if they are ready to go with you, or if they have somebody that they can refer, then actually they might refer you. When I see in my leaders right now, I see a lot of people that they don't get recruited right away. Some of the people that I have now as a leader, then they are doing big numbers, they actually come after a follow-up, or they come after the second or third presentation with Promeka. I have to teach to my team that they need to have actually the patience of becoming a professional follower so people understand that through the time, people will see your commitment. Through the time, people will say, okay, just let me see. If you are seeing something good for this period of time, let me just start to see actually what can I do. I will actually train that a lot, especially now that we are at the end. It's very important that people, you follow up with the people in the way that they can see that you need them with a sense of urgency, but you don't just chase them, you just actually want to show them the opportunity. You have to show them the sense of urgency in the following up, but know that you just have them. I know it sounds kind of like funny because it's like you have to hurry, but don't hurry that much, but it's very important that the people that you are following up understand that way. We hear a lot of people saying that I hate cold callers. Once you start following up with people, you create a relationship with that person. So, I still remember when actually Hector Lamarco told us the story about how he recruited Rick Susi and was following up. I know it was his own work market, but still he was following up with him for several times in order to end up recruiting him. So, I always keep in my mind that if I see somebody that has the potential to do this business, but they still don't see the business, I will follow up with them in a professional way so we can have that relationship and end up actually in the business. So, that's one of the things that especially nowadays we tell our team and we tell them to do. Not only with people in the cold market, but also in the work market, because sometimes with the work market, since they start the business, they start with the work market and when they start talking with their family and friends, sometimes they are amateur. But through the time, they become better and say, hey, call again your aunt and your uncle. Remember that you call them and say that if they want life insurance and you didn't call in the right way, well, now call them and tell them that actually you want to present it. And since you are more professional, since you are actually still in the business, they will see that you are committed to do it. So, I will encourage a lot to the team to do those types of follow-ups, even with the work market, to check actually what they can do. So, especially now that we have one week and it's until Friday, there's a lot of people that they can actually have in their list and actually do the list with their teammates too, because if they have work market, also their teammates have work market as well. So, nowadays, this last week, especially for recruiting, I really encourage the people to do those types of follow-ups, especially with the work market, because they will get some results if they show up the commitment, because at the end, commitment is everything in this business and commitment needs time. So, that's why when you do follow-ups, you show up, you show to those people that actually you're still in the business and you are committed to make it happen. So, that's actually one of the things that I try to teach a lot as well, that they actually can prove to themselves first, but then prove to the work market that they are committed to this business, because you can be just a part-timer, but be committed, or you can be a full-timer and not be committed. How is that? Basically, it's all the level of commitment and the commitment is shown by the actions. So, when you are actually doing follow-ups, it's a way of showing your commitment. So, it's very important during this time to do that type of follow-up. And when we say about the list, it's doing the list for every single person in your cell phone, especially we are in Christmas time. So, just doing Thanksgiving, I believe I sent around 3,000 text messages of Thanksgiving, and from those messages, which a lot of them were clients, old recruits, new recruits. From those messages, I got around 10 appointments for this coming week, just by saying hi to people, just by actually doing a very easy way of saying Thanksgiving, a very easy way to say Thanksgiving. And what is funny is that a lot of people try to come to me and say, look, if you do this, you do a blast message, but I actually took the job of to do one-by-one personalized text and send it to the person and people answer. So, that's when they answer, just answer them back and they feel important. So, from there, you start a conversation. So, that's actually something that I encourage my team to do, and a lot of them have good results from those following up messages, just by saying hi. So, I believe that nowadays, then Christmas is coming, a lot of people are looking for ways of making extra money. So, a good reminder that we have this great opportunity to show them how they can actually start making some extra money is a good way that actually they will encourage to start, especially now that it's the end of the year, people start their new resolution and all that stuff. So, following up with commitment is very important, actually, in this business, and it's something that we have to teach. All right. Very good. Adam, I'm curious, how many did he say that you contacted over Thanksgiving? During Thanksgiving, Larry, it was 3,000 messages that I sent. 3,000 individual messages? Yeah. How long did that take? It took me from actually from 10 in the morning to actually like 5 p.m. It took me that time just by saying, hey, Larry, how are you? Happy Thanksgiving, just like that, and I got good answers on those, you know? And so, you did just leave them a voicemail message most of the time? No, no, no. It was a text message, Larry. I sent a text message with a Thanksgiving video. Yeah. Unbelievable. And so, you got that many people got back with you? I got around 180 that get back to me, and from those 180, I also get 10 new appointments for this coming week. Yeah, fantastic. Yeah, that's doing the numbers for sure. I just wanted to know right now, Adam. Yeah, that is a lot of text messages. Yeah, it is. I don't know if I know that many people. I think you know, Adam, a lot of recruits say the same, but when you go into your contact list and check it out, you probably have a bunch of contacts. I actually have 5,890 contacts in my contact list. Wow. So, I couldn't even reach everybody, you know? Yeah. Well, fantastic. Great job, Lorenzo. To download Lorenzo's recruiting tips and more, visit our website at wydellonwinning.com. Just click on the big hitter link at the top of the website and enter username PRIUSER in the password GOGOGO, both all lowercase. All right. Let's do our sound check with our call speakers. Good morning, Willie. Good morning. How are you? Fantastic. Glad to have you on the call this morning, and we got Larry and we have Lorenzo on. Just did a great job on the recruiting tips. Good morning, good morning. Good morning, good morning. So, Willie, I will count us down, do the announcements. I'll hand it over to Larry. He'll get us headed in the right direction, and we will look forward to what you got for us this morning. We're glad to have you on and excited to hear what you have to share, because you're always an exciting guy to have on the call, always a lot of great information. Looking forward to a great call here, about to start the last month of the year. Thank you. We are about two minutes ahead, but we're going to go ahead and crank this thing off. Here we go. I'll count us down. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the Big Hitter Call. This is Adam Wydell. It is Monday, November 27th, 2023. Let's say hello to our speakers. Good morning, Willie. Good morning, everybody. How's everybody doing? Good morning, Lorenzo. Good morning, Larry. Good morning, Adam. Good morning to Larry. Good morning, everybody, from Colorado Springs. Just flew in last night, getting here in time to run around the state, do a bunch of things before the big Keystone event with the Andy Young Monster Team this weekend. It's an exciting week, a lot of exciting things going on in the company, and so proud of everybody. As of today, there are over 100 RVPs and above, with 30 or more in recruits, and 96 RVPs and above, with 30,000 or more in premium. There are 85 below RVP, with 30 or more in recruits, and 21 below RVPs, with 30,000 or more in premium. The top five base shops are five, McGill-Ellis, 98 by 100, four, the Querelles, 188 by 111, three, the Naraines, 35 by 120, two, the Finals, 181 by 129, and number one, Andy and Brittany Onstead, 266 by 130. On today's call, we are spotlighting million-dollar earner and SNSD, Willie Naranjo. Willie continues to denominate the base shop and first-generation hierarchy and total hierarchy. On his way to building a super hierarchy, Willie and Lorena recently received their 47th diamond. All right, let's get the call started. Larry, I'll turn it over to you. Hey, thank you, Adam, and exciting time to be in Premerica, and I think after the Thanksgiving time of year, we can't be thankful enough that someway, somehow, we were directed, we were led, we were sent to take a look at Premerica, the Premerica opportunity, and for some reason, we were open-minded. Whoever was explaining it to us said the right words to get our interest, get us – somehow, they said the right things to get us going, and for us to spend our lives inside a business opportunity like this, where you can make the impact that we can make in terms of not only for ourselves and our family, in terms of being able to build up a business that gives you all kind of discretionary income and discretionary time, the freedom to make decisions, not have someone looking over your shoulder from a big corporate headquarters, and free to just figure out the way you can be the most productive and to be able to deliver the most for your family, and in the process, help thousands and thousands of other families by help getting them organized financially to do great things. What a privilege it is to be here, and it's a natural thing to just see how great can this thing be. How far can you push it? Well, Willie Naranjo has been on that track for a long time, and he's doing absolutely amazing things, knocking on the door of the $5 million income and showing no signs of slowing down, because why would you slow down? Why not keep the yard going? The higher you go, the less gravity holds you down, and these rockets, they burn up all the boosters just getting where they can break gravity, and then that same energy can send them around the Earth multiple times, just a little energy once you get up there and you've broken gravity, and you go into orbit, and so that's what Willie's doing right now, and he's intelligently staying on track. He's not losing his fundamentals. He's not ignoring it, taking his people for granted, and he's continuing to compound, which is what this company and this opportunity allows you to do, so I'm so proud of all of the big hitters, especially Willie, for setting a new standard, a new role model, and becoming a new role model for this era, this generation, and Willie, tell us about what's on your mind, what you're talking to your people about that maybe is giving you a little edge, something that maybe you're a little sharper on, that you're a little bit more decisive about, organized about this year rather than last year, and that's allowing you to be as effective and keep your people motivated, on track to do the right things. Those are the kind of things I'm kind of curious about today, but anyway, whatever you want to share with us is great, but thanks for being on the call. No, thank you, Larry, for all that work, and I like the idea of defeating gravity. I'd like to be there one day, but as a hierarchy, really, we don't do any different than the last years because our philosophy really is to keep doing the same thing we decide to do and maintain the philosophy that we have. We started talking about the same thing 13 years ago, and we never changed. We never do start doing something or let's change for the new thing. We're just doing the same thing. Right now, it's looking amazing because, obviously, the compound interest of everything is huge, and the licensing is huge. When we started the licensing system that we have in 2010, during the first year, we licensed, I don't know, 50 people in the whole year, but right now we are licensing over 400 people a month, but that's the compound interest. Nothing happened. I believe most people want to do a lot of things, but most of the people don't think in the long term. That's one of the things we're doing in our hierarchy is to think for a long time. Everything we started, we're doing for a long time. We know. Maybe now we don't do the result, but at some point, we're going to see it. Really, as an income, for example, we're always thinking about codes because we know if we have more codes, we're going to make more money. We never planned, for example, with 4,000 codes, we're going to make $10 million. That has never been our plan. We always think we have 10,000 codes, we're going to make $10 million, but it's not like we're going to do something different just to forget the code. No. We know we need to have more people licensed, and that's the result that we have right now, and the whole hierarchy has the same result because the good thing is we are the leaders. We show the examples, but we have a lot of leaders doing the same thing. It's like everybody has the same benefit that we have. It's not like we are the only one in the hierarchy making money. No. It's a lot of people making money. It's because of the result, and this year was amazing. It's one of the best years in our career in Pre-America, but it's not only for us. It's for the whole hierarchy. The results are huge, but it's because of the compound. It's the compounding for the job we did for the whole hierarchy, the job we did before, in the years back. That's why now, and for sure, the next year is going to be bigger than this year, not because we're going to change nothing. It's because we are still doing the same thing, and the compounding is helping us to explode. Well, Willie, when you do anything, it's hard to keep your team on track, and there are things you learn. How many years have you been in this thing now? 20 years. 20 years. You learn things. You have experience that you didn't have at two years. How would you describe how you are becoming more locked in? The bigger it gets, the more people you get, and the more ideas they come up with to try and get you off track. Now, with the example you've got, maybe they don't come in and offer you any suggestions, but that's a proof right there that if you want your people to follow, then you've got to be out front leading. It's hard for me to believe that people don't come up with ideas about, well, maybe we could do this, or maybe we could do that. Sometimes, you have to do just to keep the same thing in everybody's mind. You have to come up with a different twist, keep it fresh, keep it new, because salespeople bore so quickly. How do you keep them on track and moving forward? With me, it was having everybody push for their own goals. It didn't matter what the overall team was doing, but what were they doing individually? Keeping that competition going with them, that's what worked for me to keep everybody moving up for years, one year after another after another. What do you think are the buttons you have that keep your team fresh and excited to stay on the fundamentals and not get off track? We did two things. The first one is to show the example. They look at our results, and they know if they're doing the same thing we're doing, they're going to have the same results. That happened with Miguel, that happened with Diana, that happened with George, with Finol, and with a couple of leaders, a lot of leaders, also in Lorenzo. When they start doing the thing we are doing, and they get the same results, they never change what we are doing. The first thing is to show them the example. I never believe you can say nothing to your people without giving the example. That's why we are the top producer in our hierarchy. We've been the top recurring, top personal premium, the top investment guy in our hierarchy. We are the top in everything because we want to show them. Not because we want to show them, because we want to make money. That's the reason I'm in Primerica. I go to Primerica to make money. As a result, I found a business that gave me a family. Our RDPs are our family, but that's not the main focus when I started. When I started, I wanted to make a lot of money. Thank God, with Primerica, the system is helping us to grow a huge business, a huge family, because we only do the fundamentals of Primerica. The other question you asked me, because it's been a lot of years and everybody has amazing ideas, the way we work in that part is, first of all, any idea you're going to share, think about the future. If we're going to start this, are we going to maintain it for the long term? Yes or no? The other thing we are doing is to have a meeting with a 30-30 club. With them, we accept all the ideas. Between everybody, we decide if we're going to do it or not, because anything we started is going to affect the whole hierarchy. That's why anything we do, we decide between the 30-30 club and then we decide if we're going to do it or not. Everybody has some amazing ideas, but some ideas we're doing as another node, but it's not our own decision. It's because we have a decision as a team. That's the way we work, that idea that everybody has. Now, what are you doing for big events? Your team is so big, it's hard for you to just plug into somebody else's event. You're probably doing your own big events now, or are you? I heard that Hector came and spoke somewhere where you were this past year, and Hector doesn't speak hardly anywhere, but he had great things to say about you. What are you doing for big events? Yes, until last year, we've been plugging with Omar in all the events since we started. We've been only plugging to the Omar events, but this year, for him, it was difficult to handle all the people that we have because there's not enough space for all these people. We started this year with our own event. We only have two events, one in the middle of the year. We started this year with a boot camp in the middle of the year, and another in January we're going to have. I'm not so fanatic about big events, but I know it's important, and we decided as a hierarchy to have two a year, plus all the Primerica events, because Primerica has a lot of events and trips and all of that. The reason I don't like to do a lot of big events is because we do our big events in our office. We have huge training. We have huge recognition. We have a lot of things big already in our office. That's why we don't try to do more schools or something like that, because it's too many activities, and we need to produce also. I'm always thinking about time. If we do too many events, two days is two days that everybody is not going to produce anything, and I think about production all the time. I like to maintain a balance there. What happened with Hector? Hector gave us a training. We don't invite him to our school. I asked him if I can go with the top leaders of our hierarchy to meet with him in any place he told us. The requirements to be with him, to travel with us to meet him, was to do 100 by 100, and we had almost 10 couples. One couple did 100 by 100, and we flew to Las Vegas to meet with him. We were in a presidential suite in the world of Astoria, and it was a private training we had with him, because I don't want him to fly to Miami or school. We want to do something private with him, something like what we did with you in Boca Raton in Mar-a-Lago a couple of years ago. Something like that. I don't want 5,000 people, because we want the top leaders to have a conversation with him, talking with him, and ask all the questions. We had the whole day with him. Yes, and you did it in style at the Waldorf Astoria. Oh, yes. Very expensive, but it's for 100 people. You didn't go to some cheap motel out on the strip somewhere on the Outer Limits. Right to the Waldorf Astoria. I feel like, Adam, that Willie's role maybe has changed from in the beginning when it was him and a few people. He was calling all the shots and doing everything, but Willie's done a great job of building his circle, his 30 by 30 group. It's a long time, Willie, that you have used this group. Your role is now to be like the board of directors or the chairman of the board of the directors, like John Addison is since he left the CEO job and turned it over to Lynn. He's still involved in everything, but it's more like the board of directors, the chairman of the board of directors. He pretty much knows exactly everything that's going on, but you have empowered this group. You didn't just create a figurehead group, but you have empowered them to make decisions and take ownership of the organization. That's a hard thing for a lot of people to do. They say, I don't want to push our team because my name is on the team and I feel embarrassed and everything, but they never get over the thing of it's the Willie Naranjo team, but it's the team, not me out there. Those big numbers, it's the team numbers and the way you've gotten that in everybody's mind where they'll want to push the Willie Naranjo team is that circle, that 30 by 30 group and empowering them to make decisions and to actually have a major role in running it and take a stand for what that team is going to stand for. Am I understanding that right? No, that's correct. That's correct. The reason we started 30 by 30 club is because we need to spend time with the top producer of the hierarchy, but not by like, okay, you are my best friend. Let me go with you to every place. No, everybody has the same access. You've been 30 by 30 club? Okay. We invest a lot of money in the club because we do dinners every month with them. We travel around the world with them. We do a lot of things because we want to spend time with them and be close to us. We start doing that at the beginning. It's only a few people, like two, three, four RDPs. Right now, we have 32 RDPs in the club. We need to do two trips because we have people that they cannot travel out of the country. We had a trip two weeks ago to Berlin, Prague, Munich for 10 days. Now, in December, we're going to New York with the other group that they cannot travel out of the country because of the papers. Now, it's a huge 30 by 30 club and that's what we're looking for. We want all the RDPs, most of the RDPs in the club. We have plugged in to us 36 RDPs and 32 is already in the 30 club and everybody is over 100 in income, most of them over 200,000 in income. The idea of the 30 by 30 club is you do the numbers for a whole year and you're going to make 300,000 in income. That's the main goal of the club. Also, as a board of directors, we have taken the decision of the hierarchy looking for the future because my wife and I, we don't plan to stop or retire or something like that because we like this and this is a huge opportunity. Why not take the most advantage of the opportunity? Now, because for us, really, making 100, 200 more, 500, a million, that's going to change our style of life. We're going to save more, but our style of life, that's going to change, but our main purpose now is to help our RDPs to go to the same level we are. Now, we can teach them how to get to five million. Now, Lorenzo is running this by the convention for the million. We have Miguel for the two million, Diana for two million, George for 1.5 million and we have for the new year another two, three RDPs going to grow to a million, but we're going to show them how to get to five million. That's our main purpose in life now. We're in the office right now. Every time we are, we travel a lot and that, but at the time we are in Miami, we are working with them in the office every day because we want to talk with them, we want to meet with them, we want to be in training, we want to do the job and we enjoy it. We enjoy it and we're going to show them how is the life they can have, because for my wife and I, we are in paradise. We have never imagined this life, really. At $400,000, $500,000 or $300,000, we have never imagined the life of $3, $4, $5 million in income. When we started, it was like an impossible $2 million earner, because at that time, it's only $1 million earner every two, three years. It's like, oh my God, it's so far. You know, when it happens, it's like, wow, we want every of our VP to get to the same level and we're going to help them to get to the same level. We know it's true life. That's why every VP in our hierarchy is working to get to 1,000 quotes, because that's guaranteed $1 million in income and that's our focus. As a territory club, we take all the decisions with them. Everybody participates. Between everybody, we have the decision. It's about the future of the hierarchy. Every month, we have a meeting. In that meeting, if anybody has any idea, we need to do some change or we need to clarify something. That's the meeting that everybody participates in. In that meeting, we took that decision. But right now, we have another club, the $1 million club. And with that, we have higher decisions. It's not more important, but that's the people who have more leaders and it's affected for some more difficult decisions to make that we take in that club, the $1 million club. Now, we have four people. Now, it's coming another two. But we're so excited for what's coming. I believe someday we're going to have the $10 million club. I'm looking forward to it. Yeah. And so, what you've done to create this thing, you've created a structure based off production rather than titles. We went through the company. We developed a company where all of a sudden, Art said, how about if we have a senior vice president? And then we had a senior vice president thing. And then they had to promote so many people. And then we'd have so many senior vice presidents, he would come up with national sales directors. How about if we have national sales directors? But he would always do something special with the top group, the senior vice presidents. And until somebody qualified to get in that group that he didn't like, and then what he would do is come up with a new title so he could take a special group out on these trips and he wouldn't have to take that person that he didn't like. And then all of a sudden, that same person, but the thing is they do it by orchestrating you know, a big month, you know, a big November surge and then some people get some promotions and then they go back down. And so, it was like fake, but they would have the title, which is most of the people are not, don't have the credentials to support their title right now because they get promoted off surges. And you're doing it off of code numbers and income and production, you know, which is different than a title that you could go out and get by one month having a big surge and orchestrating it that people do things one time. But what would happen is when he came up with senior national sales director, I called him, Willie, and I said, Art, this is great, senior national sales director, great. But I said, at some point, you've got to figure out how to deal with this guy that you don't like. Because he's going to continue to harass you the rest of your life. And just take him on to, you know, just take him and let him sit in the back of the room or something. But that was mainly the drive. And Art, I knew what Art was doing, but he would never admit it to me. But I knew, I knew that's what he was doing. And he never denied it, by the way. But what you've got is, you know, the 30 by 30, then you've got the 100, you know, now you're going 100 by 100, and then you're going to the million. But it's based off production, code numbers and income, other than a title, which you can go out there and get with an artificial surge, you know, in a big March or a big November or a big push month. And so that's, you know, it's just a smarter way of doing it. And so the other thing I want to point out before I turn it over to Adam is that you spend money on these people. That's what I did the first month, Willie, I went over $20,000 in income, which, by the way, was my first month as an RVP. I made up my mind I never wanted to go backwards. And I don't know where that thought came from. It's like, I don't want to ever make less than this the rest of my life. And so I knew to do that, I had to spend on my leaders. And so I would have special events for the leaders. And I would, you know, we would do things for the leaders. Primarily, it was my monthly full timer meeting, where I pay for lunch, I get the hotel. And, you know, I knew, you know, I learned from Bob Turley, if you feed them, they'll come to the meetings. And so, yeah, so if you really want a good turnout, have a meal. But and then you got to pay for that, you know, and I would let it was a full timer thing, but I'd let them, I'd let them bring part timers and part timer one to get off, they want to come to my meeting, let them come, let them get infected with a full timer vibe, you know, and I never had to even have a conversation with anybody about coming full time, everybody wanted to be with a full timers. But we would have things like the one thing that I remember was, I had four couples that I brought out to Keystone, Colorado, once, and Andy Young was in that group. And, you know, from that, now, 30 years later, Andy Young is got like 1500 people coming out to Keystone from that, you know, I started my own conventions in Aspen, we had the longest running convention, annual convention in Aspen for 13 years. And then we outgrew that. And Andy brought it over to Keystone, where Bob Buisson has his, his big double pit house facility, and they have bigger meeting rooms, and it's easier to get to from Denver. And so, you know, he's kept that going for over a decade, I don't know how many years. But, you know, all of that, because I invested in one trip to Colorado, all those years ago. And, and so it was, it was in our blood early on to invest in the business. But I've got people now that never spent a dime in their hierarchy, you know, and they wonder why they don't have growth. And so, where did you get the idea of spending money on your people to take them on, on these trips? Yes, this is for different reasons. One of the reasons is because as we travel a lot, we want to show them the world. Like, we want them to know if other places, if other, other, other people or languages. And also, when, because we want them to be blessed for live in the city and the country we live. Because when we travel, you, every time we go to we go to Miami, we say, wow, this is amazing, the place we live. We, like, we are so blessed to have the opportunity. We travel to a lot of places and we know the people how to live there, the income they have. And we say, wow, thank God we live in the United States, you know. And we want, we want to show them the world. And that's one of the reasons, because we want to spend time with them. That's another reason we want to, because we've been in the office in Miami, but we have never, like, had the time, hours to talk, walk together, go to places. And that's an amazing opportunity, like, as a group to be born. That was another reason. The other reason is because really, my father is an entrepreneur. He has different business in Colombia. My wife is an entrepreneur, has business in Colombia. And as a business owner, like, we don't spend any money in our business because we don't need to buy anything. What is the best way to put your money is to invest in your business. And we don't need to buy things in the business, but we have people, we can invest in them. We decide not to, because we have a lot of money, and we can open any kind of business. We can open a restaurant, I don't know, so many things. But we decide to put our money in our business, in our people. We don't have any other business out of Primerica. We don't spend anything out of Primerica. All the money we have, we put it in Primerica. Also, we have huge offices in Miami, also in Orlando, and we pay for everything. And it's a lot of money. We invest a lot of money every year in the infrastructure, the hierarchy. But we look at the return in the long term, and we know that's the best money we can use. And we show them it's true, and they do the same thing. They put their money into the business. And we are doing this for years, and the return is huge. It's amazing, because we don't have any example about that in Primerica. For example, we have 36 RTPs working together, and we do everything together. We have the same facilities, and we share the facilities together. I've never seen that in Primerica. When we started, we don't have an example of that, but it worked. When we started, we didn't know if it was going to work or not, but it worked. And also, the truth is that most of the leaders travel with their best friends in Primerica, but we decided to travel with the top producers of our hierarchy, and we pay everything to the three of them. We know we invest a lot of money in that, but the reward, the result is amazing. Now everybody's fighting to win these trips, and now it's a philosophy in the hierarchy, and it's helping us to grow as a group, because when you travel together and you spend time together for a week, something like that, it's like you know everybody, you know more about them, you have time, because really, here in Miami, we can see every day, but we don't have time to spend with them. Also, we can go to a lunch, but it's not the same thing. When you travel, it's completely different. You are in different moods, and you know the relation as a hierarchy. We are very close. We are friends, and we help each other to help them to grow, and that's why we decide to invest our money into the business. Well, Adam and I may come down and see you in December. I've got a couple of things I need to do down in Miami, and we may see if we can come down and see you, and it might be time to plan another trip to a group back to Mar-a-Lago, too. Yeah, we need to talk some more, but I'm going to turn it over to Adam. I've been kind of monopolizing things, which I apologize for, but Adam, jump on in, Adam. All right. I'm going to jump in first with these mid-call announcements. There's a fine line between mediocrity and greatness. Here are three tools to give you that extra boost this week. First, check out Larry's latest blog, The Self-Centered Black Hole on whitelonwinning.com. Second, check out Larry's latest podcast. This week's episode features a three-time TED Talk host and founder of a successful publishing company, Legacy Launchpad. She has written 40 books, of which 6 are New York Times best-selling books, and has over 1 million downloads of her podcast. Third, listen to this week's call on a replay line or download the call on whitelonwinning.com. Click on the big hitter link at the top of the page and enter username P-R-I-U-S-E-R and the password GOGOGO, both all lowercase. The replay number for this call is 667-771-7907, and the PIN is 982755-POUND. To stay in touch with Larry Wiedel, 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. Willie, you guys have a very good, consistent record on licensing. What is your licensing system that you have specifically that you're able to produce those type of numbers? Yeah, that's a very good question, because we started doing this for the last 13 years, and first of all, it's a mindset for the long term, because it's a lot of people doing it for a month, two months, three months, something like that, and then they start doing other things. You can never see the results at the beginning. It takes time, but we do the online classes. It's helping us a lot, and we start the online classes that you can find, not because we want to do it in that way. It's because in 2010, when we started for the first three years, the exam in Florida was in English only, and you can give the opportunity to change the material to Spanish, and you can study in Spanish, and then you go to take the exam in English. That's helping us a lot. It sounds crazy, because everything we do sounds crazy always, but it sounds crazy because you need to study in Spanish and go to present an exam in English, but it works. We started doing UCanPass, and now the only way we do the study material is through UCanPass online. We don't recommend it to anybody, because it needs a lot of follow-up. The leader needs to be on top of the people, and it's harder than sending somebody to the class and then helping them to take the exam. It's harder, but everybody in the hierarchy knows the system. The first thing as a system is the leader needs to know the material. Everybody, we don't have a licensing coordinator, and we don't have an office manager doing the licensing. The licensing coordinator is the regional leader. The regional leaders need to follow the people. They need to know the material. They need to help them with the study material. They need to help them to the registration with the state. They need to collect all the documents sent to the licensing center. The regional leader is the licensing coordinator. That's why our system works good. It's not perfect. It's not the best, but it's working good because every leader has their responsibility, because that's the only person who really is benefiting with that licensing. When the people hire a licensing coordinator or office manager to do that, the office manager doesn't really care about his license 2, 3, 4, 5, or whatever amount, because at the end, she'll make any money from that. But as a regional leader, you want to have 2, 3, 4, 5 new licensed people because those people can bring production and you're going to make overrides. That's the most important thing about our system. Every regional is the licensing coordinator is the person who needs to take care about the licensing of their own group. That's why analyzing is a philosophy in the hierarchy. It started with us. When we started, we trained all the regional and senior regional to do that. Then they became a repeat and they do the same thing with the regional and senior regional. Now everybody knows the system and everybody handles all the licenses because you need a person. It's an example. If you have a guy who just finished the class Saturday night and he's going to call your office manager to book an exam or to do any question they have, the office manager doesn't answer the calls on Saturday or Sunday. But your regional leader is going to answer that call because it's so important. We don't have days off. That's why our system works perfectly because everybody is on top of that licensing. That's kind of our system. It's more like have more people focus and get people licensed. On your morning training, y'all have morning training every morning you said? Yes. Christian David wanted me to ask, what are the fundamentals on those training? What's your focus every morning in there to get everybody started out with the right mindset? What fundamentals are you focused on? Yeah. Miguel started that meeting. That's one of Miguel's ideas to do self-development a morning, 9 to 10, just to start the day. And also the training is about self-development. It's about books. It's about sometimes different people about the leadership. It's more that the training is about self-development. Also in that training, we talk about some days about license, but Miguel handled all that meetings. All right. I'm going to take a minute here and see if Lorenzo, I don't know if you're on mute or not, but Lorenzo, do you want to jump in with a question? Yes. Thank you. I'm still here. No, first of all, I just want to say thank you to Will because he's actually showing us the way to do it, and that's why we follow him. He's a great guy. He's a great guy. He's a great guy. We follow him that much. One of the things that I always admire about Will and Lorena is the character. So, coach, if you just can express a little bit the importance of having the character, because we as a leader follow Will and Lorena a lot just because of the character. Just to give you guys an example about the trips, we miss one day, one trip with Will and Lorena, 30 by 30, just because of half of the truth, because we have somebody that actually recruits somebody that's actually networking, so it ended up in 20.5, and we didn't get that trip, and that was just because of the character. We actually admire even that we didn't go to that trip. So, coach, if you can just express a little bit the importance of having a good character as a leader. Yes, thank you, Lorenzo. Yes, I don't know if it's a character, but I always look at it as a philosophy, a long-term. Normally, we're always thinking about long-term. Every decision we make is like, okay, if I do this, what is going to happen in the future? If we don't do this, what is going to happen in the future? It's like always, every decision we make now is going to change. For example, during the pandemic, there was a lot of noise about promoting people without a security license, but our philosophy is, okay, we promote people with a security license, but it's a lot of noise, and a lot of people are making money without a security license, and the hierarchy grows super fast, and all of that. Obviously, now that hierarchy doesn't sound because long-term, I don't believe that will work, but at that moment, it's a lot of noise, and we sit down and say, okay, what is going to happen in the long-term? Let's analyze the long-term. Don't analyze now because now it's a lot of noise. Now it looks like the perfect system, something like that, but we're thinking always as a long-term. We don't move the hierarchies and motions. We always manage the hierarchy as a business, and we have a philosophy that we believe that doesn't mean it's the only philosophy that's going to work, but every decision we make, we think about the future, like, okay, what is going to happen if we take this decision now in the future? I believe it's some part of the character. I call it philosophy. Philosophy of life or philosophy of the hierarchy is what happens in the future, and every decision is always thinking. It's a good thing for the business. It's a good thing for the people, not for the moment because it's a lot of noise out there. Right now, we don't have that noise because now we are the number one in the primary care, and we had that noise a couple of years ago. We need to handle that, and we need to show them, okay, this is for the long-term. That's my answer. Thank you. Thank you, coach. Willie, you have these trips. You have your meetings with your team, getting everybody focused on things, and the only way to get them to push those numbers, keep them high, keep them going is competition, which we talk about a lot on the call. What are some of the things you do with that big team you've got for competition within the team? Every month, we have a graduation, and in that night, we have two day-night trainings, and one of the trainings during the month is a graduation. At that moment, we recognize licensing, district promotion, and also it's a top ten in every category, and that's the way we promote competition in the hierarchy, but the most important thing to really move the numbers, because at the end, the competition is just to be number one, two, three, but you don't make money with the positions, and the most important thing is the people is moving. They are moving themselves to go to the next milestone, $100,000, $200,000, $300,000, $1 million, $2 million, $3 million. That's, for me, the most important thing. They are moving their business because of the next milestone, not to be number one, two, three, because I'm always talking about my speech in Primerica. I want to be number one, obviously, because I compete, but Primerica doesn't give us any bonus to be number one, two, or three, or something like that, and that's why my wife and I, we are moving because of the milestone that we can achieve doing our job. We are always looking for competition, for sure, but it's not like we do things to be number one or two, because it's going to happen. In the long term, it's going to happen. I want to have more licenses and make more income. If somebody makes more money than me, fantastic. God bless. But at the end, what I'm looking for is to grow a business, to make a lot of money, and my people to make a lot of money. But to answer your question, we do every month a graduation. It's a two-hour time, and in that two-hour, we recognize the top of the hierarchy. All right, Willie. Now it's time for you to sell us the dream. Talk about the life you live, the cars you have, the houses you have, the things you're able to do for family and friends and yourself. Talk about just the way the business has paid off for you as far as the type of life you live now and the things you're able to do. That's amazing, because we never dream about it. Right now, one of the things we do is travel in first class only, and that's a huge accomplishment, because we always like to travel. At the beginning, we started traveling in economy and all of that, but changing to first class is another world. We don't travel private yet, because our trip normally is 10, 15, 16 hours in a plane, and I believe it's better to go in a big plane with a big space and all of that, and it's long flights, because normally when we travel, my wife and I alone, we travel out of the country. We travel in America, we travel in the country, and that's why all of our travel so far. Also, when we travel, we travel every month for 10, 15 days. That's our way to travel. We've been every morning in different countries. We love it. Also, every place we go, we hire a private transportation with a private guide in Spanish, because we want to understand everything. It's small, but at the end, we learn more, and it's worth it. We start traveling to that trip with a million-dollar earnings. Our last trip was a month ago in Japan and China with Miguel and Diana. We stayed in a suite. Now, we travel private and also stay in a suite in the best hotel. Normally, when we travel to a city, I'm looking for the best hotel in the city. When I look, it's five stars up. That's the only place we're going to stay. Also, we're looking for the Michelin restaurants. We talk with the concierge, and they reserve for us. Everything we do is the best. Also, about cars, I love cars. I have two Ferraris, my wife has a Rolls-Royce, the Cullinan. Also, we order the Ferrari, the new SUV of Ferrari, the Puro Sangre. I race cars also. I'm a professional racer, and I race Ferraris. I don't like to race the other one because I like Ferraris. If I race a Porsche or something like that, I don't feel good. I like Ferraris. I want to race Ferraris, and I race. That's my hobby, my expensive hobby. Also, the best thing is traveling with your team. The trips that we are doing, the best one is when we travel with the team. We don't travel with friends because we don't have friends. We have Primerica friends only. Now, we only travel with the hierarchy, with the best friends or the family that we have in Primerica. This is a little bit about what we are doing now in our life. Also, we live in front of the beach. Our daughter, Carolina, she's 30 years now. We have three grandbabies, and they live like five minutes from our apartment. We've been with them every day. It's amazing. My younger daughter, Mariana, she's studying in Boston at Babson University, but she likes to be with us, and we like to be with her. She's been in Boston for one week, and the other weekend, she travels to Miami and stays with us. We never miss her. She travels with us all the time. We've been in Europe with the team, and she's been there. She does everything to be in our trip. She loves to be with us, and we love, obviously, to be with her. We're able to pay everything today, a ticket from Boston to Miami just to be with us during the weekend. It's amazing to be able to do that. We never miss her, and she loves to be with us. I believe, as a partner, you need to be, because everything is going to compete with your time and time for your kids. You are doing very well, and you have a very good family. Your kids want to be with you. We show her that the life that we have, the business that we have, is the best thing. She's now going to university because she wants to have a career, but she knows she wants to finish in Pre-Medical. She is already fully licensed. She has 30 kids, 26, and 63. We know she's going to finish in Pre-Medical, but it's her decision. I can't tell you a lot of things, but we don't have time for that. Thank you, Alan, for that question. All right. Fantastic. It's been a great call. We're going to wrap up with a final word. Lorenzo, if you want to jump in with a final word. I don't know if Larry wants to say anything, and then we will let you leave your final word, Willie. Lorenzo, what's your final word? Thank you, Alan and Larry, for having me here. Thank you, Coach, for the invitation. It's just amazing to see what Willie's been sharing with us about the importance of thinking always long-term and always to be investing in your business for the long-term. Thank you, Coach, for example. All right. Thanks. Willie, leave us with your final word. Yes. My word is this business is possible for everybody. It depends on your thermostat. Your income depends on your own thermostat, but the possibility is amazing. As an immigrant without English and without a career in the United States, being number one in income in the history of Primerica is amazing. I passed 4.7%. In the company, it's only one person over one code. Talking about one code, it's only one person over that. It's us. We are the number one. But this week, we're going to cross 4.8%. The next two weeks, I believe before the end of December, we're going to cross the $5 million. We are being the number two in the company income with $2 million. But I believe at the convention, we're going to cross $6 million. We're going to continue, not because we are the best one in the company, because we have more license to first and to second and to third. For us, it's a secret. We're going to keep working on that part. I know we're going to make a lot more money in the coming years. I don't know how much and I don't know what the income is going to be, but our main focus is to have more people licensed, train them, develop them, and for sure, we're going to make more money. It's not difficult. Primerica is talking all the time about licensing. That's why they have the source to $150,000 because they know if they have more people licensed, they're going to make more money as a company. We never think about the positions. We are not thinking, okay, we're going to have 40 more LVPs. No, we're going to have 4,000 more licenses because from there, for sure, we're going to have more positions. That's my last words. Thank you. Willie, this is Larry. I'd like if you had, I mean, if it's somebody coming into your organization today or in your organization today or some person listening on this call and they want to do it big, but from the top earner in Primerica now, what would you say to the person who, maybe they've got a couple of two or three people, maybe they're just getting started, maybe they just made a decision that this is what they want to go for and they want to move up and the dream that you're selling is what they want. They've got the same contract as you and what would you specifically, what would your message be to them specifically to get on fire, to get started, to start moving forward? What kind of targets would you tell them to focus on and what kind of attitude or what kind of maybe activity to get through this stage and to get in the game? What would you say to them? Because we all have people that need to get in the game. They need to get a team. You know, they need to get a few people and get moving. And so, you know, they're stuck. They've got inertia. They just can't get off the dime there. And so what would you say to those people? Okay. I believe this question is not, this answer is not the best answer, but you know, it's what I think. It's never expect somebody to move your business. That's why a lot of people are stuck because they are waiting for the messiah or something like that to move their business. I always believe in to make money as a personal producer. You can make three, four, five hundred thousand doing personal production. And then if we take this thing that we have in Primerica, because Primerica pays for all your licenses. The only thing you need to do is recruit people and get them licensed. That's our job. It's so simple. But you need to make money. And my recommendation is to make money and in the way you're going to find the people, because we are really bad to have leaders. Because we already, in our career, we already recruit almost a hundred thousand people and we only have, we promote 40 RDPs. We are bad. You know, for a hundred thousand people, you only have 40 RDPs. It's like you are not good in the business. That's true. But with 40 RDPs, we made five million. But we, because we never, we only think about making money. We have never expect anything from everybody. And I believe most people are stuck because we are waiting for somebody to change their business. You need to, you are, you need to be your own messiah to change your business. But it's your decision. And it's going to take time. But if you stay focused, you're going to do better. And Willie, in relation, you know, related to that is the, you know, people need to decide, I think, to change, to become a self-starter. Because what you're saying is you don't look to other people. Stop looking to other people for your answers. But, you know, start looking at yourself. And that means you're going to have to be a self-starter. You're going to have to get yourself moving. You're going to have to get yourself off square one. Nobody else can do that for you. They might do it once. But the only one that can keep yourself started and moving is yourself. And you need to look for self-starters. Does that ring a bell with you? You know, when you saw Miguel Illich for the first time, you know, there had to be some kind of different vibe. When you showed up with Gus and Omar, you know, they had to say this guy's got something different. And what's different is, he's a self-starter. Or she's a self-starter. And so I'd just like to get your comment on that. But, like, folks, sometimes, you know, you just need to get yourself started. You're going to have to be a self-starter. And you're going to have to unapologetically look for some self-starters. Or you're going to be frustrated. And you're going to be stuck the rest of your life. And the only way to not be stuck is to get moving. And so what would you say to that, Willie? Oh, yes. That's a very good example, Miguel, because when we recruit Miguel, most people don't recruit Miguel because Miguel was their opponent at that time. We have a meeting in a restaurant, not in the office, in our office. He never came to the office. My wife and I, we've been in a restaurant with him. And we do the presentation. He don't recruit himself that day. He recruits, like, a week after. And for the first year, he got the license. But for the first year, he don't do anything. He don't do any transactions. At the second year, he decides by himself, because what about Miguel? He decides to change his life. I don't do anything, really. The only thing I do was working with him, training him until division. I've been almost in 20 appointments with him. I helped him to become division. Then he started alone. And why? What happened? Because at that moment, training 10 different people. I never expect, really, we have never seen Miguel as a huge leader. Like, I always train people because I know if I be wise, someday I'm going to have a hierarchy. But I don't spend all my time with Miguel. Miguel develops himself. And he decides to do self-development with books, bike courses. He does it all himself. That's why he became the Miguel you know right now. But the only thing I do is training, show him the business, and that's it. And at the same time, I'm training 10 different people. And because I don't have time to be with Miguel to be General he needs to do all this himself. And that's the way I train all my directors, VPs, train them, help them to become division, then go to look for more people. Because I never expect anything from anyone because we don't know what's going to happen. This is a voluntary business. I don't know what is the decision in their mind. That's why I'm looking for more people. But if you want to change your life, you need to change yourself. You need to read books. You need to go to seminar. I don't know what you need to do. You are the only person you know what to do. But you need to change your life. You need to change yourself to change your life. Oh, fantastic. What a great way to end it, Adam. And so thank you guys. Have a great holiday. We'll see if we can get a call in to you and set something up in December. And so this has just been fantastic. Thanks for being on the call. Adam, back to you. All right. That's it, everybody. Thanks so much. Great call this morning, guys. Thanks for helping us kick off another great week. We'll talk to you soon. Have a great week. Talk to you next week. Thanks. Thank you. Bye-bye. Thank you so much. Thank you. Bye-bye.