BHC Jonathan Moreria & Danny Chamorro

The transcription is a conversation between several individuals discussing a recruiting speaker and the importance of recruiting in Primerica. They mention a couple who have been successful in recruiting and licensing, and emphasize the need to have a recruiting obsession in order to grow. They also discuss the importance of having a distribution mindset and not thinking of Primerica as just an insurance or investment business. The conversation ends with announcements about top performers and a spotlight on Danny Chamorro, who has achieved significant success in the company. Okay. Is Adam on? Not yet. Okay. Danny, is that you? Yes, it is. Good morning. Good morning. Good morning, Danny. Do you want to introduce your speaker, your recruiting speaker? Yes, absolutely. Okay. We'll kick it off, and I'll let you introduce it then. Five, four, three, two, one. Good morning, everybody. It's another great week at Primerica, and we're going to kick things off with the recruiting tips from the Danny Tremora team, and Danny's going to introduce his speaker. Yes, good morning, everybody. Good to be on here with you guys and share what we're doing out here. We have, at the end of the day, amazing Jonathan and Suzy. They came from Arizona over to Houston a couple years ago, and they're a triple-digit recruiting now, and they're double-digit licensing. We're just so proud of them. They're in their mid-20s, and they're building a big-based shop so they can start producing some RVPs. So let's give it up to RVP Jonathan Moreira. Thank you, Danny. I appreciate you. Appreciate everybody on this call. Good morning, guys. It's an amazing day. Man, I just want to thank it up for God real quick, and thank God and all of our up lines, Alex and Sandra Santana, Danny and Danny Tremora. I don't think we'd be here without their leadership. You know, it's an amazing, amazing bloodline that we have, and we're honored. We're not going to be here without them. We're not going to let it go to waste. But, guys, thank you so much, man. Yes, we came to Texas back in 2022. You know, we left everything. We brought some agents with us, and we said, hey, guys, we're going to take this thing to another level out here. You know, so we understood the game early on, thankfully, before coming, that everything starts with recruiting, you know, and everything happens through that. Because think about this. Everyone in Primerica has a certain philosophy and a certain way they want to run their business, and you have to decide that recruiting is going to be yours. You know, there's a story that Bill Lorender tells about three men walking down the street, and they all see this young lady, and man number one says, hey, man, like, wow, she probably needs a really good mutual fund. She probably wants to retire. Let me set her up with a good one. Number two says, hey, man, she probably has kids. I'm probably going to need to get her some good life insurance. Let me get her a good amount. Let me know if she passes away. Her time is set. And number three says, hey, I'm going to get her an IBA. I'm going to recruit her, and I'm going to get 100 people on her team. I'm going to help her promote seven to ten RVPs. I'm going to teach her passive income, residual income. I'm going to show her what ownership looks like, overrides, so she can have total freedom over her life. You have to decide that you're going to have a recruiting obsession. You know, when you talk to any of your teammates, and 100% of the time you're talking about recruiting, your recruiting will grow. When you talk only 99% of the time about recruiting, you're going to stay the same. You won't grow. So if you're doing 20 recruits, 30 recruits, 40 recruits a month, which is pretty small in Primerica, you're not going to grow. Ninety-eight percent of the time if you're talking about recruiting, you're going to be dying. You will not grow. As a matter of fact, your recruiting is going to die. You know, there's a lot of voices in Primerica that will try to sell you on how really you should run their business, and you've got to be very careful sometimes, you know, because, you know, you have all of these wholesalers trying to sell you, and, man, sometimes you're going to be turned off. You know, you're going to turn some people off, excuse me. You're going to turn some people off when you're talking about only recruiting. You're going to say, ah, man, see, it's not my thing. Let me tell you, in order to turn some people on, you're going to have to turn some people off. You know, freedom comes from a hundred, excuse me, freedom comes when you get one from a hundred, not when you get a hundred from one. You know, if you have any problems in your base shop right now where you're down, you feel like things ain't getting going, recruiting has to be the answer to your problem. When your licensing is down, it has to be recruiting. Don't stop recruiting and try to go into licensing. You've got to get recruiting down. When your sales are down, you don't stop recruiting and go into sales. You recruit. You know, almost always when your recruiting is down, it's one of two things, okay? That's actually just one thing. Recruiting is down, it's probably because you have a work ethic problem. And when you have a quality of recruits that are coming in as your problem, it's probably a leadership problem. You know, you're always one recruit away from an explosion. You know, I mean, think about this, guys, like back in the day, you know, I heard this audio of a builder saying that there was an investment specialist saying that, ah, man, you know, you should do it this way. This is a, you know, I made $150,000 last month and I don't work on weekends. I create my own schedule. I decide when I want to work. Sounds pretty good when that's the only perspective you got. But when you got Danny and Ada Chamorro that make over $3 million in overrides residual income, and if they wanted to write a sale, they could, but they didn't have to, man, that's the life that you got to want. But it all starts with recruiting. You want that type of income, you've got to recruit the masses, you know? So, you know, you have to think, I don't – you have to think, are you a transactional recruiter or are you a transformational recruiter? You know, understanding that we're not a financial company has to be it. You can't have an employee mindset and come into this business and expect to build it. It will never happen, guys. We're not an insurance business. We're not an investment business. At the end of the day, we're a distribution, and you have to have a distribution mindset if you're going to want to build a distribution company because someone – just because someone has production, it honestly doesn't mean that they're building, but it's the recruiting mindset that's going to allow them to do that. You know, if you keep thinking that this is an insurance and investment business, you'll never build it to Art Williams' business. You'll never build it to a Danny and Alec Chamorro business. You know, you'll never build it to an Alex and Sandra Santana business because think about this. If I were to sell you an insurance policy, yeah, I may get paid once, but if I can train you to train people who train people to sell life insurance, I'll get paid forever, guys. That's my two cents on recruiting. Again, Danny and Alec, thank you so much for your leadership. Alex and Sandra, if you're on here, thank you for your leadership. We love you guys. We're ready to take you guys to the top. All right. To download Jonathan's recruiting tips and more, visit our website at ydellonwinning.com. Just click on the big hitter link at the top of the website and enter username PRIUSER and the password GOGOGO. Both all lower case. All right. Let's do our sound check with our speakers. Good morning to Danny Chamorro. Danny, this is Adam Waddell. Good morning, Adam. Good to be here. Fantastic. And, of course, we have Larry on as well. Good morning. Good morning. Danny, on your team, your growth and your income, your hierarchy is really great to see. And we will have Jonathan on as well. Might have Jonathan jump in with a few questions. But otherwise, we'll get it. Go ahead. I appreciated Jonathan thanking the Lord to kick off his portion of the program. That's what we all need to do. Without the Lord, we're all doomed. Congratulations on keeping your priorities straight there, Jonathan. Thank you. Appreciate it. All right. So we'll count this down in just a second. Danny, I'll do the announcements, and then I'll turn it over to Larry, but we'll get you going. We're going to have you talk about what you're most excited about this year, what you've got going on getting ready for the convention, what you're doing to keep your guys fired up, and anything you've got on your mind you want to share with us this morning which you're excited about. But otherwise, we will go ahead and kick it off. We're a couple minutes early, but we're going to get this thing rolling. So here we go. Five, four, three, two, one. Good morning, Monday morning conference call crew. Welcome to the big hitter call. This is Adam Weidel. It is Monday, March 11th, 2024. Let's say hello to our speaker. Good morning, Danny. Good morning. And good morning to Larry. Good morning, everybody. And good morning to Jonathan, our recruiting tips speaker. Good morning. Good morning. As of today, there are 31 RVPs and above with 30 or more recruits and 12 RVPs and above with 30,000 or more in premium. There are eight below RVPs with 30 or more recruits and two below RVPs with 30,000 or more in premium. The top five base shops are the Coakleys with 33 by 44, Vipinals with 64 by 45, Angie Nicoletti with 46 by 59, Andy and Brittany Onstead by 99 by 70, and number one, Lorenzo Carrion and Daniela Amarez with 28 by 97. Also, let's give a big shout-out to our newest million-dollar earner. Andy Onstead went over the million just this past couple days ago, so congratulations to Andy for crossing that million-dollar mark. Fantastic job. He's one of our speakers we have on, and so we're happy to see him cross that million-dollar mark this past week. Congratulations to Andy. On today's call, we are spotlighting Circle of Champions and million-dollar earner Danny Chamorro. He has over 7,000 codes and 161 RVPs, recently received his 28th diamond, and promoted two RVPs. All right, let's get the call started. We'll turn it over to Larry to get it going. Hey, thank you, Adam, and you know what's exciting about that? Again, congratulations to Andy Onstead who went through that million like a freight train, and so congratulations there. It's a real sign of strength in the new leadership at the company, and what you have, Adam, with Danny Chamorro is a demonstration of strength in our senior veteran leadership with the company because I'd like to point out that he promoted two RVPs on his way to breaking his 28th diamond. On his way to 3 million, he's still promoting RVPs, and that bodes well for the growth of the company because you have people at all levels promoting new RVPs, in other words, still building, still growing. I don't care if you've got Apple, you've got Google, you've got Tesla, you know, you've got to grow. You know, if you're a CEO, if you wonder why, you know, like we all need to be grateful and pray prayer for our leadership down over there in Atlanta because, you know, CEOs, the average life of a CEO is five years, Adam, and the reason why so much pressure. Every quarter, they've got to report the earnings and everything to the shareholders, to the media, to the analysts, and then they've got to make projections for the next quarter. Now, if we miss our projections, this is like go, go, go, double down, double active. We'll do it again next time. We've got ultimate job security. We start our own business. Nobody can let us go. But no matter if you're making a billion-dollar bonus as a CEO on Wall Street, you still can get fired because you're an employee if all of a sudden the company that you're in charge of starts missing those quarterly bonuses. So congratulations to the great job that our CEO, Glenn Williamson, is doing, and Peter, of course, in there as president. And the thing is that not only in the field but, of course, with the result of how the quality is, is the stock price and how good the company is doing with not only the financials but its reputation. And none of those things are accidental. And what you see with Danny Chamorro is none of this is accidental. This growth that he has top to bottom in his hierarchy and the example is because of Danny, who he is, what he's got in his mind, what his values are, and the fact that Danny has not let himself get arrogant or lazy. He stayed humble, grateful for his opportunity, grateful for those that have, you know, believed in him and continue to keep his head down and work and grow because, you know, it's one of the best things you can have in your leadership team. It's great to have a friendly upline. It's great to have a, you know, honest upline that you can trust what they say. But the best thing is to have an upline that's growing, continuing to break barriers, continuing to fight. And let me just tell you this. Danny Chamorro is getting better. When you continue to fight and promote new people, you learn things. You get better. And as a result of him getting better, he's going to be better in his leadership role with his entire hierarchy. And so congratulations, Danny. That's why it's always so much fun to have you on the Big Hitter Call because you cemented yourself for all time as a big hitter. That's a big deal. You're a small percent of a percent of a percent of the people who turn in their hiring packs here at Primerica. You know, that's why, you know, you're on the legends in the circle of champions and all of those things. And so, you know, Danny's future is still in front of him, and that's great news for everybody in his hierarchy but also great news for the company because it just shows us how big the opportunity is, really is, not just words, really is. So congratulations, Danny. I'm going to let you take it and run with us and tell us what you're excited about and how you stay on track and all of those things. Thank you very much for those kind words, Larry. I appreciate you. I've been on these calls a few times, and I really enjoy it. I see the superstar lineup that you have on here every week, man. I really appreciate you. You've been doing this for years. You don't have to do this, and it's leaders like yourself that make our America opportunity even better. You said it right, man. Glenn Williams is a great CEO, and he knows how to unify a team. It's something that our country doesn't have right now, and I told Glenn he had to run for President of the United States because he's so good at uniting all of us to have one common goal, which is to fight for America. So thank you. I want to go over keys to going full-time. We probably have a lot of people that are under our VP on this call, and these are some of the points that I think that we ought to focus on. Everybody's different. But these are the things that I talk to my guys about, and then I look at when I went full-time. I used to work at the hospital as an RN. I used to work at Kaiser in California, and I had a schedule. I had a problem in making the training. My hours were 11 to 7. So what I did is I rearranged my schedule not to miss trainings, and I think for a lot of us, we just haven't made that decision yet. We still miss trainings, and our people don't see us. So I think if you've got to work and have a job, that's okay, but you've got to rearrange your schedule so that you don't miss training. I took a pay cut at Kaiser so that I wouldn't miss trainings, and I made it up with Primerica money because I took the pay cut, so I made it with the extra money I made here in Primerica so it wasn't an inconvenience. The second thing is you want to lower your liabilities if you're trying to go full-time. Don't go buy a car. Don't go buy a house. Don't go get into debt if you want to go full-time. I think number three, babysitter. If you have a partner and you want your partner involved, I think getting a good babysitter so that your partner can make it to training is very important. With Primerica being 61% females, I think if you don't have a lot of females in your business, man, you're really missing out because they're really exploding our business in a big way. I know they're exploding our hierarchy. Number four, you break down your bills. Pay your bills with your personal, and then you save your overrides, Art Williams. I think a lot of us, we've got bills, but we pay with our overrides, and it's not much. If you're not at $4,000 a month, you've got to write about $8,000 personal. If your bills are $5,000, you've got to write $10,000 to $12,000 personal, so make sure you're paying your bills with your personal premium. That's number six. You've got to establish a MAP account early. You've got to start saving money right away. I think a lot of us sometimes when we're young, we make it, we spend it. We make $5,000, we spend $5,000. You've got to get good at having some discipline, mapping away some money, putting away. It just makes you feel good about yourself because you're saving some of your money. I think early on in the business, cars may impress young people, right, but as you start to establish a business, it's not what impresses people. It's what you've got saved, and as you start to invest in the future towards real estate and stuff like that, so make sure you start your MAP early. As soon as people pass their test, just get them on a MAP account. Start putting money away on the Roth IRA, emergency accounts. The next one is have a weekly goal. I think for young people, a lot of them can't stay focused for one month, but if they've got weekly goals, one direct by three cases per week, you should be okay. By the 15th, if your goal is to do 10 by 10, you've got to do 5 by 5 by the 15th. Today's what, the 11th? If your goal is to do 20 by 20, you should be at 10 by 10 by the 15th. Weekly and then halfway goals through the month. The next one is if you're under an RVP and your RVP has incentives, man, you've got to step up and when every incentive your RVP throws out, because it says a lot about you. We want competitive people. It's not really the incentive. It's that we want to invest time with people with the right thinking. I always kept my eye out for people that were motivated and ran the play no matter what, and that was us when we were in the base shop. We won everything the RVP threw out. You must want to become a trainer ASAP. You must know how to recruit, close, life sales, recruit, and promote people to district leader. I think it's okay to use your RVP for a little bit of time, but at some point you want to become a leader. If you want to start taking responsibility and start building your own team and not be dependent on your trainer forever. Next one is I think that there's a difference between good trainers and people that are weak trainers. I think weak trainers get a bunch of recruits and no premium. I also think that they have a lot of premium and no recruits. I think that at the end of the month if you don't have any codes and any promotions, well, congratulations, you're a state farm agent. There's got to be a ton of promotions and you've got to get code numbers. The next thing here is I want to talk to you guys about responsibilities as a division leader. This is kind of like a guideline like if you're going for division or if you are a division. I think numbers are important, but numbers can be deceiving. You can do $20,000 in premium, but it could all be personal and not really build much from that. This is a guideline. As you focus on becoming a division leader, it's not just about going division. It's the responsibility that comes with division leader. These are some things I'm going to throw at you if you're a division leader on here. Okay. I think your licensing has to be between 15% and 18% recruit-to-code ratio. I think your QBI ought to be at about 70%. I think your in-person attendance should be 15-plus every week. I think the division leader should be the first one at the office preparing the office, cleaning the bathrooms, making sure the music's on, making sure that all the chairs are in order. I think you've got to be there early and be the last one to leave the office. I think division leaders should be doing at least 10 IRAs plus because it's just not about selling life insurance. You've got to invest the difference. I think by division, you've got to have your SIA. Absolutely. I think you've got to have 25 code numbers if you're a division leader. You've got to be training 8 to 10 people at all times. You've got to know how to go four deep with every recruit, not just recruit-to-recruit-to-recruit, but go four deep with every recruit. You've got to have three to four active district leaders that are showing up and producing every month. All right. Let's go to regional leaders. Regional leaders, where should you be at? Numbers is one thing, but you've got to also know how to run a business. You've got to have your six by now. Your QBI should be at 70% plus. Your meeting attendance in person should be at 25 plus. You've got to have four to six active district leaders. You've got to have 80 code numbers as a regional leader. You've got to have your own part-time office manager if you've got all this production. I think you could afford to have maybe 15 to 20 hours a week of part-time office manager. I know I had one when I was a district leader. I had an office manager. Then 20 IRAs plus every month. If you're doing a lot of premium, it has to come with investments also. Now, the next two, Larry and Adam, are two RVPs here. You've got the good RVP. The good RVP, obviously, is a fully securities-active. Has 100 code numbers in their base job. Is doing 40 or 50 recruits every month. Is doing eight to 10 code numbers every month. Is producing eight to 10 district leaders and above every month. Meeting attendance is 60 plus. 30 plus IRAs. It's got four to six promotions every single month in the base job. Then if we compare that to the big RVP, the strong RVP, the one that's going to build a hierarchy, a base job that's running 300 codes, 150 meeting attendance, 20 plus codes every month, 10 plus promotions every month, 40 IRAs plus every month, 15 to 20 direct producing every month. They sell out to every big event. They get at least 100 to every fast start. Every big event, they've got at least 100 people coming to big events. Here's the last one. They've got to have 500,000 saved, liquid. A great RVP has got to be liquid. It's what you make. It's what you keep. Yes, you've got to build a team, but you also have to save part of that. I think it's just a discipline. I think there's a lot of people that make money in Prime America. There's a lot of money makers, but I really don't think a lot of them save their money. When you have these tough months, you get in trouble because you didn't have the discipline to do it as a district leader, and you're not going to have the discipline as an RVP. Those are just some of the keys, Larry, that I just think that you want to decide to become a big RVP, a strong RVP. Hey, let's get 300 codes. If you've got 100 codes right now, let's move it to 300. Let's move our meeting attendance. Let's move our recruiting. Let's move our coding. Let's have a well-rounded business, not just life. Let's invest the difference. Let's have tons of promotions in the base shop, and let's make sure we save our money. I think that's the mindset, Larry. I'm not telling anybody here how to promote. Anybody can promote however they want. I just think that if somebody's a division leader, you ought to have at least 15 people come in a meeting. You ought to have at least 25 code numbers before you start thinking about your next promotion. I think you ought to just master and be a strong division leader, so you can become a strong regional leader, become a strong RVP, and ultimately build the hierarchy. The ultimate game is not to go RVP. It's to build RVPs and get to SNSD. I think Primerica's got, I think, 146 SNSDs. We ought to have 1,000. Our stock is doing amazing, but imagine if we had 1,000 SNSDs in Primerica. Our stock would be like at 800 bucks a share. It will be one day because our opportunity is incredible. That's it, Larry. That's some pointers on mindset and getting our production up and our numbers up. Stop focusing on just premium. Hey, I got 100 by 100. Yeah, but you've got three codes in your base shop. What kind of replacement do you have? What do you have after replacement? What are you bringing with you? I think that's one thing that the onsets are doing right now. They've got massive recruiting, massive licensing, and they've got massive momentum. That's why they crossed over a million bucks. We see what they did through FIRST, like 800,000 through FIRST. You don't do that with 10 code numbers. You do that with a massive base shop, massive through FIRST, tons of promotions, and you've just got to keep it going. Danny, talk about what you guys are excited about right now as far as headed into the convention. It's March. We're already halfway through March. We've got April, May, June. I mean, it's coming fast. I'll be here for you. What are you guys focused on? What's your excitement level? What are you geared up for going into the convention with your team and your mindset with your team? Well, you know, we've got a hierarchy goal, obviously. We want to get 2,000 people there. But I think just holding people accountable, so when we do our accountability meetings, you have to say I'm registered and I've got four or five people coming with me. So just doing weekly accountability on how many people you've got coming to the convention. And, you know, a great leader is a great promoter. So, once again, we go back to numbers. Your numbers could be great, but if you've got nobody coming to the convention, then we've got a problem we've got to fix. So I think that if you've been to a convention, this is the Super Bowl. This is Primerica's Super Bowl. And you must – see, this call is not about getting to the convention. This call is about bringing 10 to 15 people with you if you want to make your RVP run. If your RVP run on here, you've got to have 25 people there plus. So you've got to think big. What happens at these events is mind-blowing. The stories, the energy, the recognition is powerful. It's unlike – I think when we had our first explosion, we had – we went to one convention with four people. And this was a few years ago. Then we came back to the next one. We had 89 people at the next convention. And that's where our run started. That's where we went from, you know, $250,000 in cash to now almost $3 million because we sold out. And usually the people that sell out the biggest are going to have the best results coming back from the convention to end the year strong. So just really selling out to this. If you're an RVP on here that hasn't registered, that may be the issue. Let's get you registered, and let's start holding your district, division, and regionals accountable for how many people they're going to have there. And in doing so and hitting those numbers every week and setting those goals up with the guys in the base shop, I'm sure you have competition with those guys to drive the numbers up. What do you do in your office with your team for competition within the base shop with those guys to keep them riled up and chasing the numbers? Well, you recognize what you want to grow. So, you know, like we've got this division leader that's got, I think, nine people registered in Hawaii. And I've got an RVP that's got 25 people coming to Hawaii. So you recognize it. You know, you show the whole team, you showcase them, and you promote them by having all these people registered. You know, I talk about incentives in the base shop because I want to see who I'm going to invest my time with. And I think that if you're on this call and you're not really incentive-driven or it's not important to you, I think that we've got to work on that. I think that competitive people that fight for everything are usually the ones that I want to invest time with because they run the play. They don't say, well, it's just this. It's just that. They just run the play. So we've got incentives every month. We've got incentives in the hierarchy. We've got incentives. We've got like 10K jackets. We've got like the 10x10 team, the 20x20 team, the 30x30 team, the inner circle team. So we've got tons of incentives in the hierarchy to continue to stretch our people, the inner circle jacket, the inner circle trip. We've got the 90x90 club that we do every 90 days. We just came back from Vegas. Now we're going to New York. It's 90x90. Every 90 days, we take all the RVPs that hit that. So and that's who we want to spend time with, the ones that really fight like crazy to be at these incentives. Because, you know, how do you build a hierarchy with non-motivated RVPs or under-RVPs that just don't care what you throw out? Well, let me ask, Danny, let me just ask an extension of that. It's like how do you plan to grow your business big if you never invest in your business? And so a lot of RVPs never put any incentives out there because they don't want to pay for anything, you know. And, you know, you have to challenge. Art Williams always wanted to take us to the greatest places in the world and, you know, do some kind of thing to challenge us. But when you do something like how do you work out, you know, what do you cover when you do something like a 90x90 group and then you go to New York? And, you know, that's across the country for you, for most of your people. So how do you handle that? How do you work that out? And how do you justify that in your mind? Yeah, well, it's when you stretch people and people fight for those numbers, it pays for itself, okay? So that's just small thinking on the RVP side. It pays for itself and sucks. So, like, for example, we ran a contest October, November, December, 90 recruits by 90,000 premium. We went to Vegas. We spent two nights there. So we paid for, like, the airlines. We paid for the hotel. We paid for one dinner and one show. So now next thing, same thing with New York. It's January, February, March. We'll pay for the airfare. We'll pay for the hotel stay. We'll pay for one dinner and one show. And, you know, we'll stay. Now, if they want to stay a little extra time, they can pay for the extra time. But they got the ticket to New York. They got two nights in New York. They got a show and a dinner. Some people want to pay for maybe that extra night for themselves. But I think now you start to get the chatter and the hierarchy, like, oh, man, you going? You going? Where you at? Where you at, right? Oh, I already qualified. Well, I'm next. So you start to get that talk and the hierarchy. And once you've got two, three RVPs that are doing 90 by 90, then you go to four to five. Then you go to eight to ten. And then you've got a massive hierarchy, right? That these incentives pay for themselves. Yeah. And you've got the RVPs that don't have a problem with that. And you've got, you know, kind of like the cheapskates. Well, you know, Danny, back in the beginning when we didn't, you know, they weren't paying us money hand over fist to run the Bay Shop like they are now. I mean, they were giving us pennies instead of $100 bills. And, you know, you had to stretch your money. But I remember our first convention, I came up with this game plan. We had it at Stone Mountain outside of Atlanta. I did that because I could go. I'd be near where Art Williams was, like 20 miles from where Art Williams lived, so I knew I could get him to come, him and Angela. But I ran this thing. We had 140 rooms. And, you know, when you run things, people look. If you have momentum and excitement, people will, you know, you announce it and they'll win, you know. And so I ran it where I would pay for a third. The top third qualified for all expenses. The second third, I paid half. But the bottom third just qualified to attend. There you go. And the thing was, everybody in the bottom third paid their own way. They all found a way to pay for it. But there's a lot of ways to skin the cat, you know. But don't hold back from, you know, you've got to – what I heard you talk about, you know, Adam, when Danny kicked off with his thing, it was very clear on his expectations at all levels. One of the things you hear about, you know, I do the Million Dollar Mastermind podcast and I interview top people from all kind of businesses. The things you hear over and over is, you know, the team's got to be unified. You know, they've got to know what the mission of the company is. They've got to know what their role is. And I remember asking the question early on where I was just trying to get this clear in my head to the people that were, you know, ahead of me in the company. And I said, how do you keep your people organized? You know, how do you keep this thing going? And they said, well, it's like a train on a track. Everybody knows the track we're on. You know, the track is recruiting and premium. You know, recruiting and training, recruiting and promotions. You know, the premium comes from the promotions and the licenses and all that. So it's two tracks. And we're a train on the track. And everybody knows what car they are, where they are on the train, and everybody knows exactly what they've got to do to move up on the train. And we just – everybody does their job and we just move. You know, everybody's focused on moving up, and that train just moves right down the track. So the thing is, that comes from clear expectations at your level. Here's what we expect from you. But you can't do that if you haven't done it yourself. Like you – one of the keys to making, I think, this whole thing work with you in your entire career was you said, and I know Mario Arizon said the same thing, is like when you were on your way up, you won every award. You won every contest. And so as a result, when you worked your way up to RVP, you had no problems laying these challenges out to your people because you'd already done it. And so the challenge is for, I think, everybody at every level, go ahead and excel where you are right now, because that will pay off for you for the rest of your life. You know, that's going to create that mentality, because you excel where you are now, then you can excel at the next level, and you're setting a pattern of wherever you are, do it big there. And that allows you to cast a vision, a very clear vision, of what everybody's got to do at every level, and then you reinforce that with these. It's not just enough to talk about it. You've got to reinforce it with these contests that specifically reward people for that kind of behavior. And when you do that, you know, your income is growing, and you cannot, you know, you just can't do enough contests to outgrow the growth of your income. I don't believe it. Dan, you keep that momentum going, do you? Well, if you look at the numbers, Larry, we had 16 winners that do average 30-30 in our hierarchy, so you do 16 winners times 30-30, that's $480,000 in premium. Last month we did a little under $1.3 million in premium, and this is mostly through second. So if we get another, if we get 20 to 25 winners, we're going to get our premium to $2 million plus through second generation. So it just happens because of the talk. If you've got to be there, if you're a player, you've got to be there. And the winners naturally react to that and say, you know what, it doesn't matter, we're going to be there, we'll do whatever it takes. Jonathan and Susie, Jonathan, who spoke earlier, I already know he's going to be there. He was there, and the question now is how many people will he have there at the next meeting that are in his base shop? Somebody argues he's Randy's incentive for people in their base shop that are doing 30-30. So, I mean, the numbers are the numbers. If you get four or five people in your hierarchy doing 30-30, then you go up to eight to ten, and then 15-20, forget about it. That's one of the reasons that Louie's having so much success is he's got tons of people that are doing tons of big numbers. Well, I'd like to point out that you have, at 16, you had more 30-30s than Primerica had when we started the big hitter call back in January of 2010. Wow. Okay. You have more. That's how significant that is. That's how big that is. So, congratulations to you. I appreciate it. Thank you. What goes up can come down. What goes up can come down. That's why the thing about keep pushing for growth and keep trying to improve and this and the other. The air can go out of that balloon a whole lot faster than the air went into the balloon. That's right. Well, I mean, if you continue to grow your RVPs... So it's not just you, you know, it's just like you million-dollar earners. It's not you being greedy, selfish pigs, you know, because you're growing your income and growing your hierarchy. No. You're doing that so that everybody underneath you, you're taking the pressure off everybody underneath you because you're providing a growing hierarchy, a positive growing hierarchy where the expectation is right from the top to grow because, you know, our leader is growing. And it's the old rising tide raises all boats. That's true. Rising tide raises, you know, and so if you have a harbor where the water is going out, it's a little, you know, pretty soon all the boats are grounded. And so it's a little, you know, the degree of difficulty when the enthusiasm goes out of a big hierarchy, you know, it certainly doesn't make it easier for people to go, go, go, and climb the charts and break records and everything. It's much more easier when the leader is pushing for growth and running these contests and challenging people to get, you know, bigger crowds to Atlanta like Adam brought up, you know. It's, you know, all that comes from the top, and it's not like, you know, it's a nice thing to do. No, it's absolutely necessary. That's how you lead your hierarchy. You lead for growth. You don't lead by up there saying you got to do it. You know, you don't lead by preaching. You lead by doing, and you lead by growing. That's how you lead. Anyway, you know, I just want to point these things out to everybody. Back to you, Adam. All right. I'm going to jump in here with the mid-call announcements. Check out Larry's podcast this week's episode featuring Cameron Harreld, who by age 35 built $200 million companies. Second, listen to this week's call on our replay line or download the call on ydellonwinning.com. Just 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 Weidel, 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. Danny talked a little bit about, and we talk about it a lot, but you mentioned it earlier, not just the importance, but talk about how you tack root four deep on those people and how you instill that in your team to make sure they keep pushing to get four deep with each recruit. Yeah, well, I think that it's something that we need to talk to our team. We get the recruiters that are really good at hiring directs and do a great job, but you've just got to hold people accountable. Whatever you hold accountable will grow, of course, and just when you recruit somebody, how many people do you have for them? Have you got them a district? Just talking to them and holding them accountable on if they're building and promoting people. In other words, you've got five, six directs. Some of them are prequalified for district leader. It's not about hiring directs, it's about how many promotions you have. How many people are your people promoting to district leader? I wanted to just go back here real quick, Adam, and just say that when you've got great leadership, people on our team like Alex and Sandra Santana, Josh and Patty Sandego, Jaime and Janet Gomez, Igor and Georgina Rocha, Alex and Joelle Valoria, Mildred and Christian Garcia from Hawaii, when you've got great leaders that help you run the play with all these incentives, I just appreciate that because it's just not me talking about it. I've got a bunch of people. I've got Rafael and Susan Vasquez up in Utah. You've got a bunch of people that are working together. We're working with Chris Howard also and his crew. It just makes it so easy when you've got people that bite into the vision and the play. I think my life is much easier because of these guys. They just run the play once we give them the play. I went back to the other thing about running the play and just having the right RVPs with the right mindset that are willing to run the vision and the goal for the hierarchy, which is to do at 15, 20, 25 base shots, doing 30, 30 every month. Obviously, holding our downlines, our teammates accountable to getting there. As far as going to four deep, it just comes natural. You just promote it and talk about it and just show, look, what I like to do is I like to show my 21 first-generation RVPs in my original code. Not one of these RVPs is a person that I've prospected. Everybody's come through somebody. If I wouldn't have recruited through these people, I wouldn't have found these RVPs. Think about it. 21 first-generation RVPs, they all came from somebody. I don't have one person that I've prospected. They all came from somebody that recruited somebody who recruited somebody who recruited somebody in their RVPs. It's never the person that you recruit. It's usually three to four deep where it's all at. Just talking about that at your Saturday training of going deep and you find the real players through four plus eight, just talking about it and talk about success stories and eventually people will start to get it. One thing we always like to try to have people talk about on the call is where they were before Primerica, what their mindset was on what the possibilities for their life were at that point and then what they were doing before Primerica and then since Primerica, what kind of life they're living now, what kind of things they're able to do for themselves, their family, and how the outlook on life in general has changed because of your success in the company. Talk a little bit about what you were doing before Primerica and how much your life has changed since then. I think anybody here on this call could have recruited me. I've just always been an ambitious person. Working at the hospital, I was there to pay my bills but always kept my ear out for any opportunities and when my brother joined Primerica, he kind of just signed me up without really explaining anything and then Pete called me up and said, hey, you're part of the team and I didn't even know I was part of the team. She took me underneath her wing and just showed me the ropes, which is John and Mary Ballou, and we ran with it. I think when you have the right kind of people, when you have the right people, Larry, you don't say much. The right people always figure it out because they're driven by being something big in life. I think that if you've got to keep motivating people and motivating and motivating, I think you've got to build deep through that because having to constantly motivate people, I think it's the wrong kind of person, but naturally driven people that want to do something special with their life, you don't have to say much because they're self-driven. As far as our life now, man, what can I tell you? We live out in Houston. We've got a big farm, 43 acres. We've got cattle. We've got chickens. We've got a big four-acre pond fishing there. We live a dream. What I can tell you is our dreams have come true, and I don't know, man. It's unreal. It's not something that I dreamt of as a young person. I just knew I wanted to be somebody big, but I think when you're driven by purpose and greatness, you get all these perks along the way. So we're not driven to this point. I'm not driven by money. I know that one day the Lord's going to take me, and when I have that encounter with him, I want to be able to be proud of the husband I am, the father I am, the son I am, and what I did with my talents the Lord's blessed me with. And we're going to keep recruiting and building to the day we die because this is where God put us. This is where he wants us to be, and there's no doubt about that. And once again, we're not driven by $4 million, $5 million, $6 million. We're driven by being the very best that we can be. Until the day the Lord takes us home. Yeah, because being the best you can be, the result of that is helping hundreds and thousands of families to become the best they can be and to put themselves in a better financial future and to ensure generational wealth for families to come through, whether it's through working with the company or having the proper life insurance in place and all that kind of stuff. So like I said, that's what almost every successful person will say is, once you get the money and everything, that's great, but the money becomes less important, and what becomes more important is what you're able to, you know, the biggest gift is to be in a position where you're not worried about money, but your focus is on helping other people. And as many people as you can help and educate and put their families in a position where they get out of the poverty situation, they get out of the daily grind, they get out of the slavery of being in debt for their entire lives and being able to retire and be able to have time and be able to have the type of life that, you know, that you have or at least something close to it. So the better you are at your job, the more people you're able to affect, and the ripple effect of that is, you know, thousands and thousands of people that are helped because of your energy. So there's no way to know how many people are going to be let down if you don't be the best you can be in this thing. Wouldn't you agree? Yeah, absolutely. I think that when you look at, like, this young couple like Jonathan and Susie right here, they're in their mid-20s, they've got their whole life ahead of them. When you stay engaged, you help people like them go to another level. The fact that you are doing these calls, maybe you have RVPs that are not plugged in, but the fact that you guys take your time every Monday, no matter where you guys are at, you guys make these calls happen to help people that don't have the leadership in place, that maybe somebody said something that can help their business. And they thank you guys for staying involved. You don't have to do this. You guys are very rich people. You don't have to do this, but you do this because you want to give back to the Primerica people. You want to give back, and we really appreciate you guys for doing this. Well, thank you for saying that, Danny. I appreciate that. And let's let – Jonathan, if you're on, you want to unmute yourself if you're on mute, and do you have a question you want to ask Danny? Yeah, thank you. Danny, what do you expect from us, man? Tell us, coach. We want to get big just like you. All right, so how many code numbers do you have right now? Yeah, what was your question? How many code numbers do you have in the base shop right now? We have 167 codes in the base right now. So Jonathan and Susie plug their numbers in every single night, Larry and Adam. They plug numbers every single night and every – and I already knew this, by the way, because he gives me his numbers. Here we are, and this is our goal is to have 500 code numbers in the base shop, and this is my activity. This is what I did, how many numbers I got, how many calls we made. This is what I did today. So having leaders like Jonathan and Susie that plug in every single day that's got goals and a big vision, once again, make us look good, make the Centennials look good. When you've got driven people, young couples like this, they went from Arizona. They went from Arizona, Larry and Adam, to Texas with seven code numbers. The team left them, and they came with them. Started from zero in Houston, Texas, and now they're triple-digit recruiting and they're double-digit licensing. Started from with nobody out here. So very proud of you guys. Keep up the good work. You guys are superstars, and just stay on point. Stay focused and keep doing your thing. Thank you, Coach. Appreciate it. We're going to make you proud. Thank you. Awesome. Thank you. I think Adam got back on mute again. Danny? Oh, yeah. Tell us about what? Were you on mute, Adam? Yeah, I was going to say, I was going to ask Danny, What's the biggest mistake you see people making with a new recruit? They just focus on the next recruit and the next one and the next one and the next one, and they don't really build relationships and they don't go deep with them. They don't get them off to a fast start. So I just think they don't build strong relationships. They're just kind of like next, next, next. And I think you've got to have the next mentality, but you've also got to build these people 4D. You've got to get them to district. And once you get somebody to pre-qualify for district and you get them in class, I think your ratios should be really good as far as coding and getting them to produce. My biggest mistake that I've made in Primerica, I don't know if you want to know my biggest mistake, is I let up. About five years into the business, I was making $400K, $450,000, and I let up. I stopped building a base shop. I stopped building direct. I started showing up late to the office. So for about six and a half years, I was in management role at $400,000, and I went from $450,000 down to $250,000. And in 2010, decided to get back in the game again, and I went from 5 first to 21 first since 2010. So we are not letting up. We're going to keep riding this thing now until the job gets done. What changes did you make in your schedule and how hard was it to get back in the groove at that level? Because that's a dramatic turnaround. Yeah, so in 2010 in November, our base did $11,000 in premium, six recruits, and I was $50,000 through first. I was just really frustrated, and I just said, I'm going to build a base shop again. We went from $10,000 in the base shop to $80,000 within nine months. I went back to prospecting, you know, building directs. At that point, I had Jaime Gomez in the base shop, Alex and Jenny Diaz in the base shop, and a bunch of other superstars. So we went from $10,000 to $80,000 within nine months, and we kept a strong base shop for many, many years, promoted more first. And naturally, when you promote more first, the hierarchy grows. I think a lot of us are trying to grow our hierarchies, and what you've got to be doing is growing RVPs. You've got to get wider so that your hierarchy just takes a natural, you know, it just grows on its own. But you just can't build a hierarchy with four or five direct RVPs. You've got to have 10, 15, 20 first-generation RVPs so that that hierarchy really, really develops well, because from 20 first-generation RVPs, you're going to have two, three S&S deeds direct to you. So I'm not a big one-legged guy. I've always said you've got to build this. You've got to have big outside your biggest leg. So to this day, my RVPs are going to do what they're going to do. It's who's number 22. I've got to produce more first-generation RVPs, and that's the plan. Well, here's the thing, though, Danny. Here's the thing. You know, you had to overcome inertia, and you had gotten rusty, and you had gotten a little out of shape mentally. And so to turn it around, you know, we all go through those stages, and so you had to turn it around. Now, when you turned it around, you had to get momentum back. But do like you had a train that had come to a stop in that base shop, and you had to rev it back up. And the thing we say about momentum is it takes 2,000 pounds of pressure to move at the first inch, and then 2,000 pounds of pressure will move it a mile. And so a lot of times when I ask that question, like, what did you do, you know, to get things going and turn it around, what I hear is the part about after I already got it going and then 2,000 pounds of pressure moved it a mile, what did you do to get that first recruit, to get those first appointments, to get those first things happening when you decided I'm going to rebuild that base and I'm going to, you know, I'm going to turn this thing around. What was, you know, absolutely the first things you did? Well, we just started prospecting again, you know. My strength has always been prospecting. So I started getting, you know, five to ten numbers a day, seven days a week. You didn't go through clients or people that are already recruited on board, that they didn't, you know, they weren't doing anything, and say get me some people and I'll do the recruiting for them? Yeah, I didn't have much. I didn't have much, Larry. There wasn't much to work with. Based off of doing 10,000 premium, right, 10,000, six recruits, 10,000, I have to hit rock bottom. That's been my lowest, you know. That's been my lowest at any time in my career. I've never done 10 grand in a base shop, ever, ever in the history, right. And I think I had to hit rock bottom, and like I said, within nine months, we were doing 80 by 80 within nine months. And then from that came more RVPs, more firsts. Now, in 2016, 2017, social media came into place. Facebook, Instagram, right. So now we've – now I'm promoting Instagram, like people that follow me. I post stories every single day because I'm kind of tapping for that market. So I've never fought change. I think if you're – What is your attitude about prospecting that makes it easier for you than most people? Because you've got an attitude about prospecting that prospecting just, you know, always been my strength. I've never had a problem with it. What do you think makes that, you know, your approach to prospecting that makes it easy for you, would you say? Well, it's just the people that are natural recruiters know that everybody that comes across you, whether it be the mailman, the FedEx guy, the cashier, the teller, is your natural recruiter. How long have you been working here? We like you about your job. Keep your options open. So everywhere I go, to this day, I talk to people about joining the opportunity. And today I'm going to make them – I'm going to talk to people today not about the services, but like Jonathan said, it's recruiting people on the team. So today I'm going to talk to people. I'm going to get them to follow me on Instagram. I'm going to build a relationship. I'm going to get them on the team we're going to. But I think social media is a game changer right now. And I would say from last Monday to about 2,000 recruits, I would say 80% came from social media. And I think that's what Andy is doing around social media. And I think for people that are on this call that are over the age of 40 that keep fighting it and fighting it and fighting it, that you don't want to build a – you know what? You're getting left behind. Because it doesn't matter what you have. Nobody knows about it. It really doesn't matter how great the opportunity is. Nobody knows about it. And this is how the Indexed Universal Life people, this is how the real estate people are promoting. It's all Instagram and TikTok. And that's a whole different training, Larry. That's a whole different training there. Well, I think that you have – you're automatically thinking about things from their point of view and talking to them about, you know, keeping their options open and where are you going to go. And when you look at a person as a prospective recruit, what goes through your mind? I mean, how do I get them on the team? How do I build a relationship? How do I get them on the team? And then eventually I look at their Instagram, how many followers they have. They've got 3,000, 4,000 followers. Well, that's a huge market. Yeah. That we can tap into. Basically, though, basically how to get a connection with them, how to build a relationship, how to – you recruit them, you've got to have a connection with them. Isn't that right? A hundred percent. You can find something to have some common ground. Yeah. And just get them to like you. And then once you've got that, you can – yeah. Once you've got that common ground, you can build off that. But if you don't get the common ground, that's like getting a toehold on the mountain, isn't it? A hundred percent. The best recruiters know how to connect with everyone and anywhere. Yeah. Yeah. And so your first thing you're going in, you know, the mailman, the this, that, and the other, you're trying to find a connection, something you can laugh at together, something you can kind of, you know, kind of like look at each other and wink at each other like, you know, we know how that's going to go, and then all of a sudden you're buddies, right? A hundred percent. I start off with a compliment. You know, you're the manager here, you've got great people skills. I start off with a compliment every single time because people love that. So they lower their guards. Yeah. Something real. Yeah. Something real. When you're cheerleading people, they can't hate you. That's right. You know, it's like people say. It's the same thing in management. You know, you have guys and they hate their upline. Well, their upline probably never said anything nice about them. You know, like people say, why do my people hate you? I say, because you never say anything nice about them. You know, you're always trying to get them to do this and trying to get them to do that. You know, you've never found one thing about them you liked after you recruited them. Somehow you liked them before you recruited them, and since you recruited them, you've just been nagging them crazy. That's because they're not white. If they were whiter, they'd treat their people nicer. But because they're too white, you're always trying to put pressure on your people because you're trying to get them to do more. But RVCs have got to go get whiter. Go get eight to 10 RVCs and they'll stop pissing you off. Amen. Well, you've got plenty of people. It's like people used to say to me, like, you know, thanks for giving me time to get my act together. And I said, well, to tell you the truth, I had too many people to keep up with. I never noticed, you know, that you went through that stall, you know. It's like, you know, you give them breathing room because you've got other people to focus on, you know. You just naturally, you know, give them space type thing, you know. A hundred percent. All right, Adam. Back to you, Adam. All right. Well, we'll go. Jonathan, do you want to leave us with your final word, and then we'll let Danny leave his final word, and we'll put a wrap on the call this morning. It's been a great one. Yeah, thank you, Adam. Appreciate it. Appreciate you guys and what you guys do here. Like Danny said, you know, this calls an amazing call. I remember first getting onto this call back in 2016, and it really set the tone, a lot of my mindset, you know, and the leadership, and it just proved that we're headed into the right track. And how can we not get big when Danny and Ada expect us to, you know. It's just the leadership that we're surrounded around every day, it makes us want to grow. There's no way that it's inevitable for us to win big here, you know, and I think that that shows us as leaders, me and my wife Susie, that we have to get big, we have to continue growing our leadership to be able to follow that, you know. I think it would be a dishonor as a downline, as an RVP, to Danny and Ada, to Alex and Sandra, to not want to get big and to continue to grow. So we're going to do that. We're going to take this thing to another level. But Danny and Ada, again, thank you so much, guys. Appreciate you guys, coaches, and Alex and Sandra, thank you so much. And to the one and only God, thank you. But I'm going to give it back to Danny. Thank you. All right, Adam, I'm going to close it up here too. I would say my final thoughts on this is this meeting doesn't really matter if you don't have appointments today. So you've got to ask yourself, why don't I have appointments today, and when does that stop? And so you get busy today, you go get numbers today, you go prospecting, go make some friends, and you get your activity going. Activity and attitude equals results. Let's go get some appointments. Go get some checks. Nothing that a 125 can't fix. But you've got to go find some people to train. Let's go build some directs. Thanks for having us on here. God bless you guys, Adam, and Larry. All right, thank you so much, Jonathan and Danny. Great call this morning. One more time, I'll leave the replay number for the call, and that is 667-771-7907. And the PIN is 982755-POUND. Thanks so much, guys. Great call this morning. Everybody have a great rest of your week, and we'll talk to you soon. Thank you very much. See you later. Bye.