BHC Alvaro Allreno & Andres George & Bill Orender

This is a conversation between several individuals discussing recruiting tips. They talk about the importance of selling the dream and promoting the opportunity of becoming a regional vice president. They emphasize the need to focus on quantity to find quality recruits. They also mention the significance of generating activity and creating momentum in recruiting. They discuss the importance of getting new recruits off to a fast start and setting them up for success. I'm sorry. Can you hear me okay? I've got down my speaker, but I can get rid of that. Yes. It comes in perfect. Good morning, Adam. Good morning. Andre. Adam. Good morning, Mr. Bill. Yes, sir. How's your testosterone, Adam? Through the roof, Bill. How are you this morning? I'm terrific. Thank you for asking. Just checking on you. Yes, sir. Are the brothers on? Yes, they are. Yeah, we're on. Good morning, guys. Good morning. Good morning. Adam, good morning. Good morning, Bill. How are you all doing? Good. Very good this morning. Great. We're looking forward to your recruiting tips. Andre, it's an honor for us to do this. We love having you on. After the recruiting tips, we're going to keep you on as well to ask some questions for Bill. Oh, wait. No, we're not. Bill, I think actually you might be asking Larry some questions, Bill. So the brothers might jump in with questions too. I've got them. I've got them. Okay. Perfect. All right. Andreas and Alvaro, you guys ready this morning? Yeah, man, we're fired up. All right. Fantastic. We are glad to have you on. We will get this thing started. Run for about 12 minutes as usual, and then we will switch over to the main call. I think this morning Bill is going to be asking Larry some questions. Going to reverse it a little bit, and then if we have a chance, we might be able to get you guys to ask Larry a question at some point during the call, the main call. But otherwise, we're excited to have you on and we're ready to kick this thing off. So here we go. Five, four, three, two, one. Welcome to our Pre-Call Recruiting Tips segment with Andreas and Alvaro Arellano. They started in 2013 and became FVP in 2022. In January of 24, they set the state of Maryland's recruiting base shot record with 180 recruits. Good morning, Andreas and Alvaro. What recruiting tips do you have for us today? All right, man, good morning, everybody. It's an honor to be in this amazing call, big hitters. Man, we are super fired up. I mean, when we came into this business back in 2013, you know, I joined as a 22-year-old, and to be honest with you, I thought I was joining an insurance company and I could make, you know, parts of income selling insurance. But then when I started to come to the meetings, you know, I was in Georgetown University with Travis Bateshop, they started talking about passive income and making $100,000 a year without having to do any sales. And then a few months later after that I got exposed to Andy Young's Faster School, Get Big or Go Home in Winston-Salem, and I saw a bigger picture of what could happen to my life by impacting the life of others by also blessing them with an opportunity. And I was listening to an audio actually earlier this morning at the gym by Bill Render. He talked about how we're not really in the recruiting business. And he said that we are in the leveraging business, right? And, you know, like Google, leveraging, right, is to use something to maximize, you know, the opportunity. And the reality is the only way you're going to be able to maximize this opportunity is by promoting 7 to 10 regional vice presidents who then promote 7 to 10 regional vice presidents, who then promote 7 to 10 regional vice presidents, which creates an overrider of overriders of overriders of overriders, right? And so leverage, the system is so amazing because leverage is giving another person that same opportunity that you have. So whenever you recruit somebody, right, what are you talking to them about? Like how soon are you introducing the regional vice president contract? How soon are you introducing that brand new recruit, the benefits of what becoming an RVP is really all about, right? And so we sold to becoming an RVP that produces RVPs within a couple weeks in the business because that's what our upline, your job, is sold us into. So I guess a recruiting tip, you know, for me, for everybody, is you've got to sell the dream. You can never stop selling the dream, and the dream is drawing a lot of bubbles, right, under the bubbles, under the bubbles. The only way you're going to find somebody that buys into the vision, like Bill Arunder says, to be able to turn the right people on, you're going to have to turn a lot of people off. That is the only way you're going to find that quality. I think everybody wants quality in their business. Everybody would like to have a William Arango, a Miguel Illich, right? Anybody would like to have great players in their business, and the only way, the only way we're going to find quality is going through quantity. And so you've got to just accept the fact that not everybody's going to join, not everybody's going to buy, but if you go through the numbers and you take size, everything else will be a byproduct of that. Pass it down to you, Andres. All right, all right. So, yeah, how are you doing, everybody? My name is Andres. I'm fired up to be in this call. It's an honor. Adam, Gary, thank you so much for the honor. But my recruiting tip would be you've got to start thinking big. You've got to understand that business, right, basically you can't focus on your recruits to co-ratio when you're a small business, right? And the reason is because right now your parameter is growth. You've got to focus on growth. And so if you right now are getting started and you're like, let's say, for example, you don't know what to do, right, you've got to generate activity. I was talking to Adam one time about, hey, you know, let's say I want to get fit, right? Start by showing up, you know? So start by showing up to the office. I think you need to understand that you're part of an environment, right? Warren Powers one time was talking about working out, and even though he's got a gym in his house, right, he needs to go to an environment, right? And I think that's the reason why we support, you know, going to your office. I know people sometimes obviously, right, they're a little bit too far. Maybe they're in a town where, like, their office is an hour, two hours away. Maybe you got recruited over the pandemic. Maybe you got recruited over Zoom, right? But the reality is, you know, back in the days, right, in A.O. Williams' way, like, there was districts, divisions, leaders had their own office, you know? And so we, I think, you know, started our major growth when we got our own office, and, you know, we got it in December 2022. And so I would say my recruiters, if they started thinking, they started thinking about you having your own office, you running the environment, you know, and having, you know, multiple offices nationwide. I mean, I think at the end of the day, you know, this is a factor, you know? You know, right now you've got to focus. So talk to whoever you need to talk to, right, to, hey, I need a game plan to get to RVP. And, I mean, most people, if they actually make a decision, can actually put themselves in a position where they build enough momentum, right, to be an RVP in the next six to nine months. So I think just start, you know, by generating a lot of activity. So how do you generate activity? Well, first of all, you've got to get a schedule, a schedule that works for you, you know? And so, I mean, it starts by showing up early in the office, you know, by 9 a.m., that's, like, the latest, right? You know, but the reality is, you know, you need some training, but you don't need a lot of training, right? A lot of people are overtraining for America and do very little. You know, what you need to do is, and that's why you need new people, you know, because you need new people, new excitement, new blood. Recruiting is the blood of the business, right? So when you bring new people to an environment, they're by default going to want to compete, especially if you're, like, you know, putting some sort of price attached to it, right? America does a great job by, you know, creating incentives to it, right? I mean, who wouldn't want to go to Orlando with their family, right, you know, having an amazing trip, over $10,000 to pay for, and you get to take somebody with you? I mean, who wouldn't want to be able to put themselves in a position where you can, you know, buy anything that you want, that you can, you know, create moments with your family, right? You know, taking, you know, vacations, stuff like that. So, I mean, pay the price, you can pay the price. And so my recruitment tip would be, yeah, start generating a lot of activity, you know, create momentum, and, you know, don't take no for an answer. I mean, you know, you got to keep going. You know, be persistent, be disciplined, have a commitment with your goals, with your dreams, be accountable to somebody, be coachable. You know, just that accountability, I think, is the highest level of maturity. I think that's what's going to take your business to the next level. Hey, talk real quick, either one of you, about once you get somebody signed up to give them the best chance possible not to quit, first thing you do after you get somebody signed up, the next 24, 48 hours, what's your process with a new person on that? Well, that's a great question. So, I mean, getting someone started right into the business, our mindset is to get them off to a fast start. So, as soon as we take somebody decides to sign an IDA with a company, right, with a business, we do what we call the fast start or the orientation, whatever you want to call it, right? And at that time, what we're doing is we're just selling the next promotion, selling how quickly can they go to district, because by them going to district, that just puts them closer to becoming our regional vice president, right? And so the company, you know, obviously there's many messages, but we go based on what we learn, right? Art Williams, our recruiter is not a recruiter until they get a recruit. So, our mindset is replacing that person right away with putting three people under them. So, we recruit somebody, we do the orientation, we get a top 25, we get a list, and right there and there with that person, we're calling their list together, right? Because a brand-new person doesn't really know how to set up an appointment. They don't know the strategies on how to use alternative choice, what to say, right, on the phone, so they can get an appointment. And so we basically guide them on how to get an appointment with their best friend, with their older brother, with their spouse, right, within 24 to 48 hours. So, a brand-new recruit gets excited when they start seeing that they're building a team, and that also gives you insurance in your business so you didn't waste 100% of your time. Imagine if I recruit you, and I spend the first 24 to 40 hours showing you how to use YouCanPass and showing you how to, you know, and I help you pass Chapter 1, and I spend no time recruiting anybody under you. If you quit, that's 100%, you know, waste of my time. I spend all that time talking to you about how to get a license, and then within 24 to 48 hours, you quit, and I didn't get nothing out of you, right? So, at least if I put one or two or three people under you, right, right away, and what I mean under you, I mean talking about going four deep. That's my main thing. It's like if you have a mindset when you recruit somebody and taking that recruit four deep, you are creating your own luck, okay? And don't quote me. That's Villarenda, right? When you take that, when you have a mindset of every recruit you drive in four deep, you literally are creating your own luck by finding a stud, by finding a player that's just a bigger picture that's going to stick around, be coachable, right, race the district, right? Because when you are recruiting the masses, what you're looking for and what should you be looking for is who's racing the district because bottom line goes back again to the fundamentals that districts are the building blocks of this business, right? And so, when you recruit somebody, drive them four deep, and I also say and intangible is that you've got to be in communication with that brand new recruit every day. Like every day you should be communicating with that. You've got to be the loudest voice in that person's ear by sending them audios and by communicating, hey, I got this person fired up. Let's say I recruit Adam. Adam, the first day I recruit you, I'm going to put a list together and you're going to put your friend Villarenda, and I'm going to recruit Villarenda for you. And then once I recruit Bill, I'm going to do the same thing. I'm going to get an orientation, get a top 25, Bill, take me to your best friend, and I'm going to recruit somebody for Bill. But as I'm recruiting for Bill, I'm texting Adam, hey, by the way, Bill just got another recruit. And then let's say he recruits, you know, I don't know, Larry. And I'll say, hey, look, Larry got another recruit. So I'm literally selling you the – I'm keeping Adam fired up by telling how big his team is growing. And at the same time, I'll be like, hey, listen, had you been licensed already, you probably would have made about $2,000, $3,000. So you better hurry up and get your license because either you can override them or I can override them. And that's kind of how, like, we get people fired up. And then obviously one of the big things that we talk about is taking every single new recruit to a big event, whether it's a super sad day at your office or whether it's a big event like the convention coming up or, you know, faster schools that you have every 60 days or every 90 days they have with your RVT. All right. Thank you so much, guys. To download Andres and Alvaro's recruiting tips and more, visit our website at ydlrwinning.com. Just click on the big hitter link at the top of the website and enter username PRIUSER in the password. Go, go, go, both, all, lowercase. All right. We'll switch over to the main call here in just a minute. Good morning, Bill and Larry. Good morning. Good morning. Good morning. Bill, appreciate you getting on this morning. My pleasure. Are you in Texas? Yeah, I'm in Dallas. I had come in here for the night, going back to our lake house this morning, later on this morning. Do you have an apartment in town that you keep? No, no. We just rent a hotel. We don't want to fool with another resident. Yeah, it's easier. Yeah, yeah, yeah. That's what I did when I grew up in North Carolina. Where are you? I'm down in Palm Beach. Well, you're hobnobbing with a bunch of very successful people. I saw a picture of you last week, and hobnobbing with some pretty big people. Occasionally. Occasionally. Yeah, I'm avoiding it. Go ahead, Adam. Go ahead, you're avoiding the what? I avoid them out on the golf course, though, Bill. Yeah. Well, the brothers did a great call on the recruiting tips. At some point on the main call, we might let them jump in with a question or two, but Bill's going to be asking Larry questions, and it should be a good call this morning. I'm excited about that, Larry, because, you know, your brain needs to be fixed as much as anybody. People have no idea how big you were in your heyday. And the things you are now, when you are a force of nature, you, Hubert, Mike Tuttle, Mr. Dennis Richardson, you set this company into the future in about a three or four-year period. It's just staggering what you've accomplished, and I can't wait to hear your thinking about that. Thank you, Bill. All right. Yeah, it's going to be an exciting call this morning. I'll go ahead and get us started. 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 May 13th, 2024. Say hello to our speakers. Good morning, Bill. Good morning. Good morning, Adam. Good morning, everyone. Good morning, Larry. Great job, Andrew and Alvaro. Good morning. Good morning. Good morning. And good morning to Larry. Good morning. Good morning. As of today, there are 39 RVPs and above with 30 or more in recruits and 15 RVPs and above with 30,000 or more in premium. There are 12 below RVP with 30 or more in recruits and no below RVP with 30,000 or more in premium. The top five day shops are five, the Ron Ho's, 44 by 51, four, Leighton Brown and Veronica Valdez, 19 by 57, three, the Finals, 77 by 62, two, Jana Macias and Maria Luna, 73 by 67, and number one, Lorenzo Carrion and Daniela Almaraz, 50 by 79. On today's call, we are spotlighting SNSD Bill Arenda, and Bill is one of the AL Williams Legends and Circle of Champions members, and we'll be asking Larry questions about his mindset and success in Prime America. All right, Bill, I guess I'll turn it over to you for now. Well, thank you, Adam. You know, Larry, I've been thrilled to be able to do this, and I said a few seconds ago. We came from a background at Waddell and Reed, and you were there also. And at Waddell and Reed, the typical office at Waddell and Reed, except for what Art Williams created, would maybe recruit ten people a year, maybe. And I remember they condemned Art because he recruited so many people, but even then, I was the number one when I was there with, like, 25 recruits in a month before I went out to RVP. And then I remember you struggled, and you went to North Carolina, and about 18 months later, you caught fire. Something happened, and your recruiting numbers would be record-holding today. You went from 100 to 300, 400, 500 recruits a month. And, again, these are numbers that even today are, you know, a few people are doing it, like Andy said, but not many. Larry, what went on in your mind? You know, what was going on with you when you realized that you're going to be in the recruiting business, not in the financial services business? Well, you know, the idea of the financial services thing and knowing a lot about mutual funds and things like that kind of was a sexy idea, but, you know, it didn't really take you anywhere, you know. And, you know, there's a certain credibility when you talk to people and, hey, you know, we're going to talk about securities and mutual funds and everything, but at the end of it, all you had was a sale, if you had that. And, frankly, I can't even remember ever making any security sales. I'm sure I did, but that was not my memory. But I was desperate to get my, you know, mutual funds license and learn all about it and everything, but it just didn't really take anywhere. And life keeps going on, and if you don't watch it, you find yourself getting further and further in the hole financially. And I got myself kind of in the hole financially when I moved up to North Carolina, and the $3,000 to $4,000 a month I was always making didn't really, you know, that was just putting me further and further behind. So I would say if anybody gets anything out of this call, it's about exploding your income. I didn't want to increase my income, grow my income. I needed to explode my income. You know, I need a lot of relief fast. And so I finally – no, I understood recruiting was the fastest way from the bottom to the top, and I understood that other people had done some big recruiting in a month before I went to North Carolina. I just didn't know how they did it. I didn't understand three gets three gets three and the multiples. I wasn't talking that. You know, I was talking what I knew, like, okay, we'll have op meetings. Everybody will – I basically started op meetings with Art Williams, doing them for me every three weeks in Turley's office. And we started that the summer before, you know, during the summer, earlier in the summer before we had Unicoi, I think in August. And he would come over and do these things for me, and, you know, you try to fill up. You know, I understood some things about group recruiting and things like that, but I didn't understand – I don't think it ever occurred to me to have the people that – you know, I had 70 licenses, Bill, in Atlanta, but you never saw them. You know, we didn't have the big events and the big rendezvous like we have now, the Saturday training or even the weekly op meetings with training classes and the super Saturdays. You know, we had fast start schools. But it's hard to keep enthusiasm going. Even when it's every six weeks, it's hard to keep the enthusiasm going. And, again, we didn't have cell phones. We didn't have the Internet. We didn't have ways you could group text where you can keep in contact with people. If you weren't on a landline and they weren't on a landline, you didn't talk to them. And nobody used e-mail and, you know, unless they had a fax machine or something. But, you know, we didn't have that kind of instant communication. So you never really – so I had 70 people I never saw. But, you know, gradually I learned some of the missing pieces to the puzzle on that, and I'll let you ask the questions. But the one thing where you say – the one thing I would say to people is about, like, I caught on fire. Yeah, yeah, I caught on fire. But let me tell you this. If your campfire is going to catch on fire, you've got to rub sticks together. You've got to make up your mind you want fire. And you've got to get some sticks. And you've got to get at least a general idea how you rub sticks together. And then you've got to rub the heck out of those sticks together furiously where it seems like nothing's going to happen. You're an idiot. People walk by and see you rubbing sticks together like, what is this moron doing? Rubbing sticks together, man, that's intelligent. They don't see that you're trying to build a fire, that you want to create a blaze, you want to do something great with your life, you want to change things. They just see this idiot over there rubbing sticks together. And you do that weeks and months, and you get a little bit of result, just like when you rub sticks together. It's like boiling water. A great exercise, Bill, for people to understand the process of launching an explosion is boil water. Everybody can boil water. But do you take cold water in a pot, put it on a blazing hot stove? It doesn't take forever. But it seems like, if you just stand there and watch the pot, watch the water, it will seem like you're there for hours before little bubbles start to form, and then, you know, a little steam comes, and then all of a sudden the bubble will be on the, little tiny bubble will be on the bottom of the pan, and it will go to the top of the water. It's like, oh, you know. And then it starts, you know, a few more starts. It starts to percolate. Then all of a sudden you have this big churning, and you got, not all of a sudden, but, you know, gradually it transforms in this cauldron. You say, wow, look at all that boiling water. Yeah, but it was excruciatingly slow in the process of getting it off the ground. And everybody gives up before they get there because they think, you know, what they think is how they ask the question. What button did you push? What button did you push, Larry, to get the big recruiting explosion going? No, it wasn't button. It was what sticks I rubbed together forever and ever and ever and ever and ever, and it never seemed like it was going to get one doofus recruit after another, and one moron. Then some of them would quit. You can't pay attention to all that. You just got to be relentlessly selling the dream. You got to be talking about, you know, where it's going to go. You got to be, you know, in front of new people. You've got to do the numbers. You can't just do the numbers. You got to do the numbers, as you and I talk about, in the market. You know, you recruit 10,000 basketball players, but if they're all big names, you're never going to get a team to play in the NBA. You know, you're never going to get an NBA draft pick. You got to get the kinds. You'd be doing large numbers of recruiting with the kinds of people who look like they could be successful here. And so that's, you know, that's the way I looked at it. That's the way I approached it. And so I'll stop there so you can keep asking questions. Well, Larry, one of the things that everyone asked today, you got these recruits coming in. How do you turn that into premium? How do you turn that into promotions? How do you turn recruits into making money? And you saw that, the mechanism you used, and you figured out was the four-point plan. How did that come about? It came out of Houston, Texas, and some other, this other organization. And what people don't understand is what the company, I mean, the company was primitive. And this guy, Dennis Richardson, had been in Amway before, and he had a little experience with putting groups together, doing meetings, kind of, you know, getting people to recruit other people, creating teams, really is what he knew how to do. And so what he had his team, he knew you had to keep people coming. And, by the way, down in Houston, they had this thing going on, and they had people even driving in every week from San Antonio, all the way across Texas, every week. And you create a fire, you create an explosion, you get some magnetism, people will come. People will come to it. And what they did was created excitement. They created a program. They created a rhythm. And they were in a hurry to do something great. You can't have an explosion, you've got to work on it to have it fast. It's slow setting it up. Everything is a paradox in life. It's slow setting it up. You run around here, you've got to get this in place, you've got to get that in place, it seems like it will never come together. What are you wasting your time on? Everybody on the outside is criticizing you. And so it's really important that you lock in and do all the stuff to launch your explosion as fast as possible. Because when you go slow, other people have you make yourself vulnerable, other people to find out what you're doing and criticize you and try and talk you out of it. But if you're like obsessed with getting this thing off the ground, you've got to move fast. When you're in a hurry, it makes you kind of oblivious to all the other criticisms. But they were in a hurry, and they created this thing, and they came up, they called it the four-point game plan to explode your business, to explode your income. And everybody, you know, when people come in, they don't, you know, after a certain point, they'll come in to make a little money. But serious people, once they catch the vision and they hear that you can explode your income, I mean, that's what they want. You know, they want sales management, they want overrides, they want a big override. You ever hear anybody say, I'm all excited about a nickel override? No, they want $500, $5,000, $50,000 in overrides, fast as possible. They want big, they want fast. And so when you're talking about a game plan to make that happen, you got their attention. And so the smart people, I mean, you know, the people that can do it, you know, the people that have done it. You know, you get things going, you'll find people that have done big things in other businesses. And the more you talk about doing it big here, the more their ears perk up. So many people, they talk slow, they don't talk big, you're not magnetic. And so you're not going to peak the interest of any super, any Willie Naranjo or Andy Onstead, you know, you're just going to bore them to tears. But if you're in a hurry and you're talking about exciting things and you can show them a way to get into management fast and start building a team fast, get overrides fast, you're going to have their attention and they're going to start putting time, energy, and effort into this thing right from the beginning. They wouldn't otherwise. That may take them a while to get the vision, but once they get the vision, you got them. And you're never going to get them to get the vision if you don't talk about it nonstop. So anyway, they, you know, this is not talked about enough, Bill. Dennis Richardson had his team pay part-time. He's the one who came up with part-time management, and he's the one who had his guys pay out of their own pocket the part-time managers because at that time you had to be full-time. And when I went to North Carolina, you had the printed guidelines. I wish I still had them. The printed guidelines when I went to North Carolina in 1970, end of 78, is that you had to come in, you had to be trained, then once you could solo, you had to make 50 solo sales, you had to come full-time, and the third thing was you had to have $50,000 in cash saved to come full-time. And I asked Art once, I said, how's this going to happen? He said, well, we're going to have to make a few exceptions. But the thing was there was only full-time because we were coming out of Waddell Reed, not that far out of Waddell Reed, and the thinking was even to get a district and be that full-time, be a manager full-time at that level was a big deal. It never dawned on us part-time management. You get part-time sales people, but they paid it out of their own pocket. Art saw how successful that was, and the next year when I came along with the four-point game plan, he had it on the computer. And so that's what I think was the big revolutionary thing that's never talked about because I don't even know that Art understands it, if you want to know the truth, how revolutionary it is. But when you have the incentive, the bait, to be able to get overrides to a new person, what people don't understand, Bill, is district promotion for a part-time, a new person, new recruit, is every bid a big deal, as RVT is for a full-timer. You know, be able to go and tell their family, I already got promoted, I'm part of management now, I got three more things and I've got my own operation. And be able to go back and say, yeah, this is working. When they say, is that thing working? Yeah, well, I don't know, I got promoted. I'm in management with them already. And so to have that incentive, I don't even know if Art to this day understands how big of a deal that was. But we got that out of Texas and, you know, we refined it a little bit, but mainly we just used it because my idea was I didn't want to invent the light bulb. I wanted to find out how Thomas Alva Edison figured out the best way to invent, you know, to make light bulbs after his 10,000 experiments. And then I just wanted to make, in the same period of time, I wanted to make 100,000 light bulbs. You know, I wanted to use his formula. And so that's the way I looked at the four-point game plan. I didn't want to have – see, we've got people right now running experiments about how you get people off to a fast start. You frigging idiots. You frigging idiots. You frigging idiots. Idiots. Because you want to have your way of – why don't you copy a successful one? There's lots of successful fast start programs. Four-point game plan is what I used. But, you know, find one and teach it in your op meeting. What you want to do is make sure when they are born into Primerica, they're born understanding. Bring people. Race the district. You know, get your own program. Get your own program. Bring people. You know, get your team together. And never have a sale made that you don't get an override on. You know, get 100% pay raise right from the beginning. And sell that in your – don't just sell Primerica. Don't just sell term insurance and financial whatever independence. Sell override. Sell sales management. Sell the fast start. I mean, the four-point game plan is a way you can explode into this new life and let them know that's what everybody's on the same page. And, you know, we're a train on a two-rail track. Recruit, train. You know, recruit, train. Because when you train, they get their own program and you make money and the recruiter makes money. And you recruit and train, two rails. And that train is on that track. And that's how they get promoted. You know, the next – you progress down the track from railroad tie to railroad tie. And railroad tie to railroad tie is district to district to district to district to district. You lay enough districts down, you can go coast to coast. And so everybody's got to be on that track, though, because you take that train and you get off those two rails. You don't need 40 rails. You get two rails. It's like, you know, a rowboat has two oars. A third oar would just screw things up. A third rail would just screw things up, slow things down, complicate things. That's what people do to design their own program. Idiots. You know, keep it simple and move, baby, move. New recruits need it as simple as possible. They need to move if you want to stick. Hey, you know, I heard in the recruiting thing, it's like I think Adam was saying, how do you keep your new recruits from, you know, quitting early? And here's the thing. Everybody's going to quit. Everybody's quitting. They might quit when they die, and it might be 30 years down the road. They might quit when they get cancer 15, 18 years down the road or have a car wreck. Everybody's going to quit. Even the most devoted people are going to quit. You know, it's amazing. We have Art Williams. He hasn't quit because he's still alive. He'll never quit. But then eventually he will quit because he'll be gone, you know, and that's the way with all of us. So what you do is you try and prolong. You can't keep them from quitting, but you can prolong the day until they do quit, and you can multiply the impact they make while they're here by having them on the four-point game plan, the promotion thing, the explode your business approach, you know. That's how you lock them in. So, anyway, that was how we did it. To me it was a part-time management. And making everybody, because once you went to part-time management, you had one job, take your recruits and get them into part-time management. You do that nine times, you're an RVP. You know, you go to district, you produce three districts, you're promoted. No matter what else happens, you're going to get a division promotion. Division, if you produce three districts, you'll get to go to regional leader. Three more, you'll go to RVP. Probably go before that, but the worst case scenario, that's a foolproof way of going and not only having a replacement to leave behind, but being able to take a bunch of managers with you. We talk about taking people with you, taking code numbers with you at RVP. How about taking a management team with you at RVP? See, that's what I'm interested in. I don't want any only the lonely RVPs go solo out there, scared to death out there. It's an RVP. They got the contract, but they're fragile. No, I want powerful new RVPs. Hit the ground running. You hit the ground running if you got a management team. So, anyway, Bill. You know, Larry, thank you. You know, I interview Art. I'm running another book now that's out this fall. I interviewed him last six weeks ago probably. Every time I interview him, without fail, within 30 to 40 minutes, he'll stop me and say, Bill, Bill, Bill, I'll talk to you. Can you believe? He said this six weeks ago last time. If you recruit three people every year for 10 years, you've got 30 people. It's like he just can't get over this, Larry. He said, but if you recruit three and get them three, you get them three, and you get them three, Bill, that's 59,000 people. Wow, isn't that amazing? He's never gotten over that, Larry. The power of the multiples, and then we said a few minutes ago, the power of leveraging. People have a difficult time. They get compounding money, but they struggle with compounding people because they almost think there's something wrong with that. Larry talked about that and how you haven't gotten over it either. Well, that's why I say I think sales, you know, the four-point game plan is raise people, explode your business by raising them to district. The way you get them to get three is not by preaching get three, nagging them to get three, giving them an incentive to get three. Okay? And that is part-time management. When you promote people to district, make it a big darn deal. Make it like a promotion to RDP. Get them in front of the room. This lady came in. We didn't know, had all these obstacles overcome, but somehow she dealt with them, and then wow, look what she is. She's already a district, and that's like getting a college degree, freshman, sophomore, junior, senior, graduated. Here it's district, division, you know, regional, RDP. She's already got the toughest promotion out of the way. Help me congratulate district leader. Boom, and have a rose for the spouse, you know, to hand out. Have a plaque for them on the stage at your basketball school. We made such a big deal out of the explosion game, you know, where you say within like ten months, we went from like seven recruits to 400 recruits, but we had plaques, you know, within the ninth month, we had our first fast start school because in the seventh month, Art shut down fast start schools in Atlanta in July, and then in September we had our own first fast start school, and that's where I started, you know, promotion plaques, and the promotion parade. We started that in Greensboro, and, you know, I think the first school we had like passed out four district plaques, but it was like in no time we had so many district leader plaques, I had them all over the stage, you know, because people were hungry for recognition, but it was like, I don't know, there must have been a hundred of them. We just spread them out on the stage. We called their name, come on up and find your plaque. That was the last time I was able to do district leader plaques at our school. I said, you just got to recognize the districts back in your office. But people were hungry for it, and that's what drove our business. Like you grow it from the bottom up. You don't build an army by going out there, okay, we got to go to war now, let's go have a hundred new generals. No, you got to have, you know, 100,000 new recruits go through basic training. You know, you got to have the troops before you can have the generals. And so anyway, it's the part-time management that you gave them a reason to recruit. You can't just say recruit, recruit, recruit, recruit. You got to give them a reason. Why is it in their interest to get three recruits? You're going to get overrides. You're going to get a promotion. You're elevating yourself for the rest of your life where you'll never be paid in that lower level. You make money three ways, you know, and if you train them, they go out and make a sale, you get the override. If you go out and train them, then you make the override, or you make essentially double the money if you go out and make the sale. So you make more money three ways, and now you've activated their self-interest, their greed button, and you've given them a reason to get three recruits. Okay. You know, Larry, one of the things that I always admired about you, you, number one, like you said earlier, you didn't want to reinvent the wheel or do the pipe ball. You're a great copier of successful people, but how in the world today would you think of 400 recruits a month back then, and coming from Waddell and Reed, you'd recruit seven or ten a year. Where does the need for huge numbers of recruits come compared to today when, you know, people think they're doing a great job double-digiting at ten? Talk about that, Larry. They just don't know how. They're mentally locked up, Bill. That's the way I look at it. They're not aware of the possibilities of what they can do. They're trying to take the Merrill Lynch overtrain and, you know, product knowledge their way to greatness, and that's not how you go to greatness. Again, when we think about this, if you're doing 400 recruits a month using today's numbers, you're getting $1,000 in premium per recruit today. You're talking about $1.4 million a month in premium. If you have an override of 40%, you're making $400,000 a month in today making money. Willie Naranjo last month made $680,000 last month. But you are doing the numbers without a bonus. Again, I think we go back to people, they're not wanting to make a pot full of money. They're not wanting to make $300,000, $400,000 a month. But you would have been making, if you had done the same thing today, you'd be making $400,000 a month today without bonus, without security. Talk about that, Larry. Well, easy. And, you know, it's probably a good thing because it probably kept going to get bigger and bigger. But, you know, at some point you've got to take your eye off the numbers, what the numbers are and keep your – you know, you've just got to keep on track. And you don't want to be the one to hold your people back from what they can do. Because you might have three Willie Naranjos on your team. Who are you to decide you don't have a Willie Naranjo, you don't have an Andy Onstead? Who are you? And so you don't want to be the one to put a damper on your organization. I was always crazy. You know, Bill, I always chased potential. That's what I did. It wasn't like whatever we did this month is like the way I looked at it. You know, I wanted to do my job. And the way I looked at it, you know, you do your job or you get thrown out. You do your job or the train leaves you, you know, in the dust. You do your job or the excitement passes on to another organization. Now you've got to try and recreate. It's like the fire goes out. You've got to rub sticks together to get it going. I never wanted to rub sticks together. I wanted to keep it going. And so what, you know, I never wanted to be the one to put a damper on things. You know, I wanted to keep my wonder about the possibility of where it could go. But, you know, you say you recruit 400 people in a month now. With what we've got going on with the technology, with the experience, with the structure, with the communication, with the support in Atlanta, we could have someone explode from 400 to 4,000 inside 12 months. Look at what happened. Look what, you know, Andy Onstead did in a short period of time. You think that's all that can happen? If you stay on track, you run a simple duplicatable program. That's, you know, that's the idea behind a four-point game plan. That's behind, you know, everybody's on the same page. You know, you keep them on track with the incentives, with the clarity. See, you know, there's confusion in the home office now. And the reason why is 90% of the RVPs don't have the ability or the drive, 93% actually don't have the ability or drive to, mainly the drive, to run a building factory. You know, they say they do. They'll talk you into it, make you believe they do, but they don't. And, you know, maybe God has not given them a revelation about what they're capable of doing, and they're just blinded to it. It's a shame, selling their potential, selling themselves short. But, you know, there's always 7% out there that's going to do it big. But in that 7%, you know, if you're on this call right now, you're probably in that 7% or going to be in that 7% because you're focusing on doing it big. Otherwise you wouldn't be on this call. You'd be on a sales call, you'd be on a, you know, just kind of a go through the motions type call. And so you're picking up these things. And some of you all have been listening to this stuff for so long and don't think your time has been wasted. It's going in. It's inside of you. And it's just a matter of when is that going to wake up inside of you and erupt out into activity and performance. You know, great events cast their shadows beforehand. You know, you don't have a thunderstorm if you don't have all the clouds come in and assemble and blow in together and elevate to the certain thing and then boom, you have thunderclouds or you have tornadoes and this, that, and the other. You know, it takes a while for those elements to come together. And so that could be what's happening to you. It probably is what's happening to you right now. But you're just not like other people. You know, I can't understand. I really don't care. You know, I just know, you know, it's not my job to analyze why, you know, why in a shovel full of dirt, most of it's going to be dirt, but there may be a gold nugget in there, Bill. You know, in a stream, you know, you take a pan full of silt out of a stream, most of it's just sand, but there may be some gold nuggets in there. I can't explain that. I just know that's how it works. And so the great thing here is you can change who you are by, you know, and look around, other people have done it, but there's never been a better time to do it big and fast. We've never had more tools. We never had, you know, the market's still wide open. And so I really feel, I don't know, but I do feel like, you know, everybody's talking about Willie Naranjo and his $6 billion. And, again, Miguel Illich is just doing great himself. He's up over three now or something. And, you know, we got a chance to have so many super successful people coming up that we can't even keep up with. Here's what happened. You know, you could name the 30 by 30 day shops when we started this call in January of 2010. Now there's no way you could. Nobody could name all the 30 by 30 day shops in the country. You could hardly keep up with the 100 by 100s. Now maybe the 150 or the 200s, you can keep up with those. But I think it's going to be the same way, Bill, with our, you know, three and four and five and six and above million-dollar earners. It's just like, well, we used to be able to keep up with them. We can't anymore. There's just so many of these suckers, you know. And that's how big the company is. That's how ripe the opportunity is. And many of you all have been listening to this call from the beginning. You haven't exploded yet. That doesn't mean you're not going to explode. That doesn't mean that, you know, sometimes the people that are the slowest to explode have the longest run. And some of you all might be getting ready to unleash a 20- or 30-year explosion of breaking through, and then you're going to talk about thousands of people recruited a month in a base shop rather than, you know, 300 or 400. It's just multiples. All it is is multiples. And so, anyway, Bill. You know, Larry, you're the first one to ever come up with a bumper sticker, I remember, called RVP or bust. Where did that come from, and how did that help your growth? I don't know, but you have to have ways that you can say things to people that get their attention. You have to have your, you know, when you call contests and you have awards, you have to have, I do know that you have to have things up in front of people that may send a message. And I don't know where that came from, Bill. I'm glad it came. But, you know, we used to have pennants, too. You know, it's like Napoleon said, countless, he said, nobody has ever itemized how many wars have been won because of a few medals and a few ribbons. You know, you've got to recognize people. You've got to focus them in on what, you know, you have marksmanship. Everybody, you know, in the military, you're going to go to the range and practice your marksmanship. You're not going to just give them a rifle. You're going to take them to the range and let them practice and teach them how to shoot the thing, and you're going to have a target for them to shoot at. And then you're going to evaluate that target. But there's a marksmanship award that you give for the people who hit a certain standard. So it's just a way of having things for people to focus on. You know, they probably would have more marksmanship awards, Bill, in the military if they passed out bumper stickers. You know, marksmanship award or bust, they gave it to them before they went out to the practice range, you know. You know, you look for ways to galvanize the attention of your people. And some of them work and some of them don't seem to have that impact. But, you know, you've got to keep trying. You know, Larry, I'm glad you talked about all the plaques you gave out, but what about all the bananas? Hey, let me jump in real quick with a mid-call announcement before you get to that. All right. Check out Larry's podcast. This week's episode features a growth expert who has collectively generated over $600 million in sales and should have some phenomenal ideas about growth. And a recent client generated over $3 million in new sales in five weeks. He should have some phenomenal ideas about growth. Listen to this week's call on our replay line or download the call on WeidellMoney.com. Click on the big hitter link at the top of the website and enter username C-R-I-U-S-E-R and the password go, go, go. The replay number for this call is 667-771-7907 and the PIN is 982755. 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. All right. Back to you. The Banana Award. Yeah, Bill. You know, it just shows you don't have to spend a lot of money on awards. I mean, we had Adam, if you remember, Ron Carter. I mean, we had a guy who was a small RVP, and all of a sudden now he decided he was going to have an end-of-the-year award ceremony. And I swear, this is a guy who was doing maybe $8,000 to $10,000 a month, maybe. He had an end-of-the-year awards gala, quote, unquote. And I went to it, and I swear, Bill, he had an eight-foot trophy he gave to his top district leader. I said, Ron, what are you going to give the top division? What are you going to give next time? I mean, isn't there a proportionality to this thing? Now, when I had my end-of-the-year awards thing with my little group after 1979 in North Carolina, and with the end-of-the-year thing, we had 17 people come to our end-of-the-year awards thing, I had three MVP plaques, Bill, and they were not much bigger than the size, you know, a four by ‑‑ I think they were like seven by nine is what they were. They weren't even that big. Five by seven, that's what they were, five by seven. That was my MVP. Because what I said to them was, these will get bigger. You're our MVP, but we're not a big‑time organization yet. You know, I want it to be proportional, but you are our MVP. And the bigger we get, the bigger these awards are going to get. And, you know, people just want to be recognized. It doesn't matter what it is. Anyway, I have heard somebody down in Tampa, I think, had used the ‑‑ you know, I started, Bill, after that thing with Art at the end of April of 80, where he told me I wasn't money motivated, and I got the idea I needed to go into the numbers business and get more dialed in on making numbers happen. I did three things. Number one, in the office, nobody could say, how are you doing? No more, how are you doing? It's like when you go to the doctor, they don't say, how are you doing? How are you feeling? They go, they take your blood, they put you on the scale, they take your blood pressure, heart rate, put you on the scale. Then they got an idea how you're doing. And what I said was, Art back then, Bill, you remember, he would have his leader sheets, his odometer reading on everybody was premium, number of sales, premium, and recruits in parentheses after that. Those are the three numbers. So I told everybody, I said, all I want to hear out of your mouth when I see you in the office, walking down the hall during the week, I don't want to hear, how are you doing? Everybody says, great. The guy with a lot of activity, the guy with no activity, everybody's great. I don't want to hear that anymore. What I want to hear is your numbers. And I want to hear the exact order, odometer reading, that goes on Art Williams' leader sheet. Number of sales you got for the month, premium, and recruits. That's all I want to hear. And if it's zero, zero, zero, I want you to say, zero, zero, zero. And I want you to know, when you look me in the eyes, you're going to have to either say, zero, zero, zero, or you're going to have to have some numbers. And that was kind of like one of the gyms back then that I was a member of for a while, they had a guy who was an ex-weightlifter, bodybuilder, behind the counter was his gym, a little rot gut, small gym. And he had this thing, Bill, about, you know, you needed to eat right. And that was the main thing. Are you eating right? You know, Adam understands that now, but this guy understood it too. You know, you can't have the body if you're not putting the fuel in. It's one thing to work out, but you've got to, you know, you can't eat potato chips and pizza and then work out strong and then you've got a big body. You've got to give your body something to run on. So he would say, when you go, he was always behind the counter, and you'd walk in, and here's what he would say, Bill. He'd say, did you eat good? Did you eat good? Did you eat good? Every time you walked, you knew. When I went to the gym, he'd look me in the eyes and ask me if I'd been eating right. And so I'd either have to lie or I'd have to eat right. And so, you know, they kind of kept you honest at the gym. Is all it was a cheat right? So anyway, having that thing where they had to say their numbers to me changed the mentality of the office. I said, we're just screwing around here. This is not the playground for, hey, how you doing, you know, where we chit-chat. No, business. This is business. We're in the numbers business. You tell me your numbers. And then every Monday morning, I would do a handwritten leader sheet. I wrote the numbers myself, printed them out, and I told everybody. I said, I know you have trouble reading these. It would be better if it was typed. But if I typed it, had the secretary type it, you'd get the idea we're some kind of big deal organization, and we're not going to type it until we go over 100,000. We went over 100,000 within like seven months. But the thing was, we're nothing until we go over 100,000. And at this point, I wasn't even an RVP bill. You know, I was two months away from getting promoted. I got promoted in July, and this was May. And so 12 months from that day, you know, 12 months from the day that Art Williams told me I wasn't money motivated, and I was doing like, I don't know, you know, small amounts of – I guess we had 30 recruits, but we didn't have a whole lot of premium because we had started the recruiting explosion. That was the year we did the 1800. We were already up to 30 by April. But the premium was lagging behind because I wasn't money motivated and I wasn't focusing on, you know, the premium and promotions, and I didn't have the four-point game plan installed. You know, it was kind of in the back of my mind. We installed that in May and June. But I will say by April of the following year, within 12 months, we had, I don't know, we had about 147,000 in premium, and we had I don't know how many hundreds and hundreds of recruits. And we were the number one base shop in the country. Inside 12 months, Bill, from the time he told me you're not money motivated, 12 months we were number one. And that's why I always tell Art when he gets on his rampage now, or over the years, he says, you know, people are holding people back and they've got these big base shops and $100,000 and they're holding people. You know, it's like big base shops are an enemy or something. I said, Art, all I remember is you were pretty darn excited when I did 147,000 like my eighth month from being promoted to RVP and going to number one. I said, all I remember is your big ear-to-ear grin and big handshake from being number one. He goes, oh, yeah, you're right. And so the thing is, big is beautiful, big is good. And it doesn't have to take that long to happen. But the third thing I did was, other than the leader sheet, was end of the month manager meeting, full-timer meeting. Because I learned from Curly if you want people to come to a meeting, you've got to feed them. And so we would have these sandwiches, you know, it doesn't have to be fat. They don't need prime rib. They just need lots. If you can't think of anything else, just serve spaghetti where they can have huge piles of spaghetti and pizza or something. But anyway, we had all these cold cuts and everything. And I had a manager meeting because, Bill, I wanted to establish a rhythm for the month. Like month is over and none of this screwing around waiting for the tenth of the month when the numbers are final on the computer, no. Or when, you know, you hear from Atlanta, hear from Art what the numbers were, they send the leader sheets out, no. We're starting the first day of the month. So the first day of the month at 10 o'clock we had a full-timer meeting and we'd go through the numbers and then we'd have lunch together. And so everybody would come. But what I did was, I didn't have the money to give bunches of awards, and I heard out of Texas, I mean out of Tampa, I don't know who down there came up with this. The banana award for the top producer. And the idea being, you give the bananas award, you can't put it up on the wall because it will just rot. You know, you've got to eat it and enjoy it and next month go out and win another one. You know, that type thing. You know, it's a temporary, it's a monthly award. It's not a lifetime achievement. And so I thought that was pretty cool. And so I went to the grocery store and got long bananas for district division, regional RVP. Oh, we didn't have any other RVPs. All we had was district division and satellite divisions. And then I went and I had a short, I got long banana and then I got the short banana. And when it came time for the awards, I'd make a big deal out of the guy, top district, but then I'd give him the small banana. And I wouldn't, I let him realize once he got on stage he was in second place. And then I'd give him the big long banana and I'd let him help me award the long banana, the big banana to the top banana, which would always piss him off. And so he got, so then I'd make an even bigger deal of the guy who was number one, district come on stage, everybody applaud. And then I'd do the same thing with division and whatever. And so I did that one time. I did that at the end of June. Now in July we had an explosion. I got promoted to RVP. We went from 57,000 to like 140,000 in July, which is, you know, usually a terrible month, and basically tripled, you know. And so we had our division manager out of that group. He set off kind of company records. In fact, he had done the same recruiting, Bill, that Jack White. Fix that posing. Fix it. Can you mute it? Okay. Can you still hear me, Bill? Yes. So back then we wore coats and ties and everything, you know. And so this guy set the same record that I think Jack White out of Macon had done, Jack Williams had gone on the warpath at Unicoi about the year before. He broke the record. And, you know, legendary performance. And he's in there in a coat and tie. And I went to the awards ceremony and I figured I'd done the bananas once. One and done, that's enough. And so I didn't do the bananas the second month. Bill, this guy who had set an insane record in the company, he was a businessman, he was a contractor, you know, he's a mature adult guy. He comes up, he's got tears in his eyes, Bill, tears. And he said, I thought you were passing out the bananas. He's in front of me. I'm up behind the podium. He goes, what happened to my banana? I thought you were going to pass out the bananas. I didn't get my banana. And I said to myself, well, I guess the bananas are a regular part of the program now. But people appreciate recognition, whatever it is, you know. And then we had some other awards. We had grapes. You know, I'd buy a big bunch of grapes and I'd give it out to the top recruiter. And I'd have him or her come up to the front, and then they'd be there with this big pile of grapes. And then I'd say, you know, just to help all you guys. I said, how many of you all just didn't eat, you know, you tried, but you didn't get a recruit last month? They'd raise your hand. I said, raise your hands, you know. I said, stand up, will you, you know, because we're pulling for you to get a recruit this month. In fact, then I'd have the guy I'd just given the big bunch of grapes to, I'd have him go around the room and I'd say, I said, if you don't mind, you know, share. I said, go give a grape to each one of these guys who didn't get a recruit last month so they'll know what a recruit looks like. Everybody would be all pissed if they got a grape. But, you know, we make it a point, Bill. Larry, let me ask you one last question. We're getting short on time. I asked you this in Unicoi and I was very impressed with the answer. I asked you, what drove you? What drives you? I'm not sure you remember the answer, but it was, do you remember what you said? About going to heaven? Yeah, it's just like you don't want, you know, the thing is, Bill, none of it. You know, we came into this, you know, dust to dust. We're dust. You know what I'm saying? If you're full of yourself, you're out of your mind. And if everything you have is a gift, every insight you have is a gift. Every revelation you have is a gift. Everything you understand is because that light bulb has been turned on in your mind. Every, you know, everything. I mean, it's such a gift for us that we were brought to Chimerica. It's a gift that this company even exists, especially exists for this long, you know. And the fact that we could spend our lives, Bill, doing this thing where we do good for others and have a chance to benefit our families as well, and then we don't have to lie, cheat, steal. We don't have to shade the truth. We can be totally honest. We can take a stand for good. I mean, that's a gift. That's a blessing. So everything we have is from God. You know, we came into the world with nothing. You know, Charlie Munger, who is the right-hand man for Warren Buffett, he said the reason he had such contempt for anybody who showed up and acted like they were responsible for their success because they had some special insight or worked hard, he said, they're too stupid to understand. He said, you know, a lot of people work hard. A lot of people have good ideas. But, you know, not everybody has some kind of special condition or a combination of things come together that allows them to be incredibly successful. You know, without that mysterious element of having, you know, like even with Warren Buffett, it was by the act, grace of God, that Charlie Munger came along and they worked together so well. And, you know, Munger was, you know, very contentious of people who thought they were the ones only responsible for their success. And so I just don't want to get to the point, you know, I don't want to be the one. You go to heaven and you've just got your chest sticking out, look at all that I did. I'm Willie Naranjo, $6 million, you know. Everybody thought Willie was good. Then I went out there and I did $10 million. I really showed Willie, you know. Yeah, and God said, well, yeah, go, go, go. Proud of you. But, you know, I had you in line for a $50 million thing, but, you know, you had such limited vision, you got cut short at, you know, where you did, you know. So the thing is that you don't know what God has got in store for you. You know, and, Bill, what you have done in your life, I mean, the impact that you have had, what if you just, you know, retired a while back or just kind of cooled it or something like that? But, you know, you're out there influencing millions of people, you know, with these books, with these speaking, with your example, and, you know, you've got your kids, your grandkids, you know, are going to be continued to be influenced. But what if you, you know, what if you said that's enough a while back, you know. And so I'm proud of you as well, but, you know, I just don't want to be, for lack of faith, cut short what God wants to do through me. I don't want to be the one to turn off the valve and say I've had enough. What gives me the right to say this is enough? And so, you know, we only have 24 hours a day, so it's not like we're paying this incredible price. We're just living our lives, but you don't want, you know, God is pleased with faith. You know, you don't come to God unless you come in faith. And so faith is a victory that overcomes the world. You've got to believe. And even the atheists have beliefs that they believe in. You know, I happen to believe in God. You happen to believe in God and believe that, you know, he's got a purpose for us. And so we'll let that play out. It's not faith if he shows it to us. We just got to walk by faith. And so, Bill, who knows, you know, this may be it or it may be ten times it. But with the tools and the market and the company, I mean, you could get ten times bigger the next year. You all listening on this call. But you're not going to do it if you don't have faith. You know, you don't give yourself a chance and your people a chance to go out there into the unknown. So anyway, Bill, does that answer it? Thank you, Larry. It was great. All of us can say, yeah, I'm here, but God has had me here. All of us. And you don't want to go to heaven and find that out. So that's what I got out of you, Nikoi, when you said that. Thank you, Larry. And thank you for having me on the call today. It's been a pleasure hearing your insights as to in your mind of Larry Weidel. It's so powerful that a company is still having success from what you started in the sheer numbers you created back when none of us had that kind of thinking. Well, Bill, thank you for it. And I want to encourage everyone, go to Amazon, look up Bill Arenda, and look at those books and order all of them, because they all will make an impact in your life and for your organization. Give them out as awards. Use them as themes for some of your meetings. And, you know, the stronger you can tie to the foundation of the company, Dart Williams, the stronger and more long-lasting your business is going to be, and Bill allows you to have the written word, the real truth to operate off of. So thank you for those, Bill. You're welcome. Thank you for having me on. All right. Great call today. Thank you, everybody. Fantastic job. I'll leave the replay number one more time before we go, and that is 667-771-7907, and the PIN is 982755-POUND. Thanks so much, everybody. Thank you to the brothers. Thank you to Larry, to Bill. Have a great week, everybody. Talk to you soon. Bye-bye. Bye-bye.