Ever feel like you’re spinning your wheels trying to build a lasting business legacy, but nothing seems to stick? You’re not alone. Many reps struggle with creating a sustainable recruiting momentum and often find themselves stuck in a cycle of short-term wins and long-term frustrations. But what if you could change that? What if you could build a business that not only thrives today but continues to grow and prosper for years to come? That’s exactly what Jim Meyer and the panel of million-dollar earners dive into in this powerful session. They share insights on mindset, recruiting strategies, and the art of building relationships that last. It’s raw, real, and packed with actionable tips that can transform your approach to building a business legacy. Don’t miss this must-see moment—watch the video below and discover the breakthrough strategies that are helping top reps create a legacy of success.
Video Transcription:
Does anybody have any questions? If you guys have questions, come over here.
I mean, if not, we can just shoot the breeze for 16 minutes or stare at each other.
I really don’t care.
But, you know, I think it’s super awesome that we have the amazing Jim Meyer up here.
Give it up for Jim.
Right? John is on.
John Lavin is on.
John Lavente.
Where’s Ortiz? Where’s Ortiz at? Where’s that fedora? I thought I saw him earlier.
No, Assad, Lois.
Brittany.
And then, obviously, does anybody know who this guy is right here? So, yeah, I mean, if they’re afraid to ask questions, you know, I’ll start with Bill Orender.
We’re so grateful for Bill to be here.
If you guys don’t know, I mean, I’ve told this story a million times, but we found, Brittany and I found an audio in the lore of Soundcloud.
It was called compound recruiting by Bill Orender.
And were brand new in the business.
And Brittany and I listened to that audio.
How many times do you think we listened to that audio, babe? A bazillion.
A bazillion times.
So many times that our kids knew Bill O’Render’s not only his voice, but they also knew some of the things he was saying.
That’s how many times we’re listening to it.
So, you know, Bill, I would say for you, the biggest question is, what would you say for these rvps in here? Number one is that they’re afraid to ask a question.
Number two is, what would you say is the biggest, most important thing? They need to be ready to explode the numbers on recruiting because this is very much going to be an actual real builder school.
I don’t know.
We’re not as old as some of the people in the company.
So I don’t know what happened to recruiting in Primerica, but somewhere off down the road, they went off the rails.
That’s all we focus on.
So this whole event is going to be all about recruiting multiples mindset and building an actual builder school.
Is that okay with you guys? And there is nobody better in the history of the company to talk about the multiples and bill, right? So, Bill, like, when you.
What.
What did it take for you to really sell out to the multiples? And when you move from Georgia to Texas, how, like, what.
What mindset were you in to just explode the compounding? Well, thank you very much.
I want to make a tell a story quickly.
In the early days, as you all know, art would say, our chances of making it are this much, and people have no idea.
It wasn’t about the insurance industry attacking us.
It was about we had to find the funding.
And I interviewed art, you know, a lot, four weeks ago, and he said, make sure that you tell them that if you’re an RVP, you got $50 to $100 million in loans available to you without a credit report, without a loan application.
What your payroll is, Jimmy, what’s your payroll? 50 million a year.
60 million a year.
Five mill, 60 million a year.
He’s got a $60 million line of credit.
Doesn’t have to pay any interest, doesn’t have to then have the loan can ever be called.
Got the point? And so he would say, our chances of making it are this much.
After about a year or so of hearing that, one of the guys said, art, if we don’t make it, what are we going to do? Hetz explains everything.
He said, we’re going to find a hotel, get a whiteboard, draw the circles, then find a product to put through the circles, because we’re not the insurance or financial business.
We’re in the distribution business.
And so most rvps are in the financial services business.
I love what Keith Otto says.
I’m full time building, distribution, and part time financial services.
Most people cannot get out of their head financial services.
They want to train and teach financial services.
AHRQ built this through multiplication.
And the thing that I came to Dallas for was, because it was two and a half hours from any place in the United States on an airplane, and I could build it and have offices all throughout the United States.
That’s where Art Williams built it for.
For us to build, every one of us to have a company within his company.
You’re not an RVP.
You’re a company.
And you heard me say this, but I bury a lot of rvps because you’re around long enough.
And whenever I call the widow, she doesn’t want clients.
She wants rvps.
And so the question is, are you here to build an income for the next 100 years, or are you here to build a client base that you can have to service for the next 30 years? Folks, you do not want to fool with clients for the rest of your life.
I have RVP’s, and they never call me.
I never call them.
The company handles them.
So the mindset was, art taught us have seven rvps.
We have seven rvps who have seven rvps.
The goal at 399 rvps back in 1982, he said this, you’d be making $320,000 a month back then.
So can you imagine so, you know, you’re the one that coined it.
RVP factory, all that stuff, right? That’s your mindset? Are you here to create rvps or clients? So you.
We’re not in the financial services business.
That’s just the way we get paid.
I kid people, Jimmy.
I got a goal of making $250,000 a year on Vivint, $250,000 a year on prepaid legal.
Imagine how much I’m making on insurance and securities.
Omar makes 50,000 a year on prepaid legal.
Prepaid legal.
50,000 a year.
So you gotta be saying, I’m gonna come here.
I’m gonna use the art Williams system.
I’ve dedicated the rest of my life to make sure art Williams system does not get extinct because of this man here.
He’s keeping it alive.
He and Brittany.
And so that’s.
That’s Art Williams.
RVP’s.
We have RVP’s.
Who have RVP.
One last thing.
I’ll hand it over.
You know, I interview art.
He just told Brittany andy probably 30 times for various books I’ve written.
Every time, Jimmy.
Every time.
Mossad, about 30 to 40 minutes in, he’ll say.
He’ll talk.
And I’m interviewing me.
He’s giving me answering questions.
Bill.
Bill.
Excuse me.
Yeah.
Can you believe Bill? This is.
He’s 82, and he’s still astounded by this? If you recruit three people for ten years, you got 30 people.
But if you recruit three people, who recruit three people, that’s 59,000.
Ain’t that something? He did that four weeks ago.
I’m telling you.
And our people don’t get that.
You’re here to recruit people, to get them trained and get code numbers.
Code numbers don’t create rvps.
New people coming in create rvps.
So art Williams taught us how to do it.
The question is, who are we going to listen to? The art Williams way or whoever way is telling us the latest thing out there.
So.
Good.
Give it up for Bill.
So why don’t we.
I’ll pass the mic down.
We’ll let all the million dollar earners talk.
I know you’re about to go, but we got to get a little line up behind you, girl.
I see you shining right now.
Okay, but, Brittany, what would you say? And then, Lois, you got to talk to Brittany.
We’ll pass the mic all the way down.
And then what would you say about.
Add on to what Bill just said, my angel? Yeah.
I mean, all the recruiting stuff we talk about all the time, but the other thing we always talk about is just your belief level.
And, you know, people, we still feel the same.
We had a big goal.
It was fun.
People keep coming up and talking to us, but, like, we hit that goal in our head over and over again.
We were not even a year into the business, and we had a retreat, and Shane Perry was the guy talking, and he used to hold the base shop record.
And that was over five years ago.
And were like, we’re gonna beat that record.
And were like, ten by ten at the time.
So, I mean, really, you gotta get your mindset right before anything happens.
And each level you get to, there’s another level of your mindset you’re gonna have to break through.
And we talk about that all the time.
And a lot of times were like, everything’s on mindset.
Everything’s on mindset.
Like, skill you can learn, you can practice, you go on appointments, you get better as you fail and do things.
But, like, if your mindset’s not there, you’re not going to stick around.
So.
I think that a lot of times when people speak to people, they think they don’t say yes, they’re not interested, that there’s something wrong with them, and so it shuts them down.
And when you go on company trips and you see people that win trips, sometimes I’m surprised.
And it’s fun to see them.
It’s fun to hear their story, like what they used to do.
And I think you need to realize that if they say no, it’s something with them.
It has nothing to do, obviously, it has nothing to do with the opportunity.
You just have to continue.
You have to stay positive.
I’ve met so many people in the business that have come from so many different backgrounds, and you just never know.
There’s no formula of who it is because of the way they look or the background, age, nothing.
It’s just something inside the person.
You just have to ask enough people.
Good job, honey.
Yeah, I would say, I love what Bill said, and everyone did a great job, Lois.
Thank you.
Here’s the thing, you guys.
There’s two ways of making money.
What we call good money and bad money.
Good money comes in whether you work or not.
Bad money you have to go work for.
And I said that to a guy once.
He said, I’m offended.
I’m like, what do you mean you’re offended? I was taught by my grandparents, my parents, that it is noble to work hard and make a living.
And so let me just change that up.
There’s good money and there’s risky money.
Okay? Good money comes in whether you work or not.
Risky money, you have to go work for it.
So the question you got to ask yourself every day is if one day you’re out there driving and some dumb runs a red light and just, you know, hits you, and now you’re in bed for two or three or four years, or a loved one is, and you really can’t go to work.
What happens to your income then? Have you financially crisis proofed your life? There’s people on this stage that whether we work or not, our income is the same, and they’ll just keep on growing.
That has to be your destination.
Otherwise, you’re living from a life of risky money instead of good money.
Great job, everybody.
Stacy, you have a question.
Let’s go to the audience and get into these questions.
Stacy is one of the great senior vice presidents in this company has over, I guess.
What do you got now, Stacey? Ten different leaders that make over 100 grand a year.
Something like that.
Yeah.
You got four or five that make 300.
You’re very humble, Stacy.
Thank you, coach.
Appreciate you guys so much.
And, Asada, we’ve been working with your girls up there in Carolina, but appreciate you guys so much and pouring into all these future million dollar income earners.
But I have a quick question.
I know you have to change.
This is how to coach somebody.
I know you have to change with the times.
Obviously, us older people fight social media, and we are going to embrace it, and we have embraced it.
But I feel that the attitude is a little bit different than what some of us grew up in this business.
And I think social media.
Easy come, easy go.
And when you talk to someone and you say, man, a lot of Ibas, what’s up? Why aren’t they districts? Oh, you know, they’re just not the right people.
They’re just, you know, we just haven’t found the right people.
A lot of Ibas, easy come, easy go.
What are we doing to our company? Why don’t we have any districts? Where are the licenses? Oh, we just haven’t found the right people.
I said, dad, come.
How long are you going to keep telling yourself that for me? I don’t know.
I heard it on the stage last time, and I even had this conversation with that person.
I don’t know that I would be proud to say 1400 ibas to get two people here.
I’m not doing that.
I don’t care how easy it is to get and how easy it is to go.
This business is incredible and I don’t like that attitude we have.
And how do you coach somebody who believes they’re going to be incredible like these guys and do it in a short period of time when I don’t think that’s going to happen for everybody? Is there a question? Thank you.
That’s my question.
I don’t know how to answer it, but I’d love answer.
Yeah.
Well, first of all, I would say this bill or bender taught me years ago.
We bring them all in and let God sort out why they’re here.
I’m going to say that I was an IBA.
That was not.
I mean, the person who brought me to the office never returned.
I could have easily fallen through the cracks, but I stuck around and I made it.
And I just want to encourage everybody for a second.
Yes, we get Ibas, but yes, Art Williams said, if you want to build a building, you put brick upon brick upon brick.
Any windstorm will knock that building down.
He said the mortar between the bricks is personal relationships.
The people you build, you can get all the IB’s you want, but the people you build a relationship with.
I will even say people will quit on a boss all day long, or they’ll quit on a IBA or 124 charge on their credit card, but they won’t quit on a friend.
And I heard also someone else say that once you’ve called somebody 300 times, they’re going to be an RVP.
Now, if you call them 300 times in one day, the police will be at your door to serve you a restraining order.
But you have to build relationships with people.
Bring them all in like God, sort out why they’re here and build relationships with people.
I know that.
But how do you change that attitude to help them to understand it outside of it? I appreciate it.
Let me get in here real quick.
So one of the things we coach on is not to be an IBA collector because that sucks the life out of me, too.
And I completely understand where you’re coming from.
Right.
And because it’s kind of like that’s, I would say, one of the most trickiest things in the business.
Because in the front of your mind, they’re your next RVP.
In the back of your mind, they already quit.
So the people that aren’t mentally tough enough to realize that they need to have improvement, they’re going to quickly outcast and say, it’s not me, it’s just not the right person.
Yada, yada, where there’s tons of gold in there.
So one of the things that Brittany and I have done is really step up our engagement.
And in 2024, as far as, like, keeping people from falling through the cracks is, like having platforms.
So we have, like, texting platforms and messaging platforms.
As the rvps, when people come in, they have to, like, sign them into one of our platforms so we can at least have an engagement touch point, because if the right people will reach up.
But the trick is, as an RVP, you need to make sure that you’re present and engaged enough with your people to know that they’re, one, able to reach up, and two, who to reach up to.
So that’s super important.
The other thing is, I would say one of the things that Brittany and I have done is we come up with an algorithm of what you think is acceptable for a premium to recruit ratio, and that is your minimum standard of excellence.
You know what I mean? So, for us, it’s like 50% premium to recruit ratio.
So, yes, with social media, the retention rate, not only for appointments, but for people sticking in the business, it’s going to be going, we’re 100% zoom.
So it’s even less because it’s much easier for them to disengage.
But those people, they just.
It’s.
They only know what they’re taught.
So if we’re teaching them like, this is, you’re expected.
If you’re recruiting ten people a month, you should be doing a minimum of $5,000 a month in premium.
And that’s how we gauge.
We gauge where people are at, and that’s the expectations.
And if they’re not doing it, we would.
I’d jump in there and do it for them.
And my job is like, and this is RvP, so can I be 100% transparent in this room? My job is, if you’re not the one, I’m gonna find the one underneath you and make them sideline you inside the base shop, because the system that Brittany and I built is a system where people bring us people.
So if we’re not.
If we’re not.
And I’m gonna use the dirtiest word in the english dictionary, God, Lord, I apologize.
We’re in the church.
If we’re not managing the M word, if we’re not managing our business well enough and we become disengaged, it’s just a revolving door.
So that used to happen to us.
So one of the things I did was I really stepped up my engagement with personal touches on people and helping them, and I’m going to recruit them a big old fat team underneath them.
And if they’re not the one, I’m going to help find the one underneath them that’s going to blow past them.
And that’s just how it is, because I used to spend all of my time trying to make someone into something they never wanted to be in the first place.
You are such a passion for the business.
I can sense it on you.
But maybe not your people you’re talking about.
But what I found is I would do the same thing, and I don’t.
I can’t understand how other people don’t see the big picture and how they don’t have that same passion or pride.
Like, where are your people at? It’s the same thing.
Like, it drives me nuts.
We recruit 50 bazillion people a month, and then on a Zoom meeting, we got six people on there.
You know something stupid.
I’m like, what is going on? So it’s about having a minimum stand on excellence, but also just knowing that it’s up to us as the leaders.
Like, we’ve got to go do it.
So I don’t know.
Is that person inside the bay shop you’re speaking of? Yeah, yeah.
But same.
You know what I mean? Like, God bless.
Like, our.
We came from a miracle shake business.
We were slanging the miracle shakes for a minute, but, like, we quickly realized that the person above us had no idea what the f.
They were doing.
Neither the person above them.
Brittany and I went 16 levels above us to find someone to know what they were doing.
So we would explode, and we crushed in that business.
How many levels above us are you? Nine.
Nine levels.
Case in point, we’ve.
We had never met.
I found an audio out there and floating around and something like as a catch 22.
Like, just have the system built to help keep people from flipping through the cracks, but just all you can do is all you can do, but all you can do is enough.
You ever heard that one before? You have.
Also, this other old guy I heard one time said, if you’re doing the business the right way, it’s going to feel like you’re throwing people against the wall just to use sticks.
Understand? The more people you bring in, the more shit you’re throwing at the wall.
Sorry, Lord.
I apologize.
It’s the truth.
Right, Bill? Oh, thank you.
Great question, though.
And I think all of us fight that.
I think it’s a matter of how do you get code numbers? If you can tell me how to get a code number, how do you get one? Well, you do this.
Well, is that going to guarantee a code number? Well, you’re going to hear Laura Armstrong come and speak, and she’s, you know, I’ve heard her speak.
And you help them.
You get them there on Saturday morning, you buy them breakfast, you take them there and make sure they don’t leave.
Blah, blah, all that stuff, right? But a lot of them leave at noon, and because there’s no leverage there to keep them there.
That’s one way of doing it.
Right or wrong, that’s a way.
The way I choose to do it is the way Art Williams chose to do it, believe it or not.
Art Williams at Wad, Allen Reed, it was Hiram and masses put them in classes and fire there, right? Because we’ve always been condemned for recruiting all these people.
Well, how do we get sales? Recruits bring in premium.
That’s how we get our premium.
Get new people in company.
If they want 40,000 life apps, they gotta recruit 30,000 people, because we did 40,000 life apps last month with 140,000 code numbers.
So a lot of code numbers aren’t doing anything the way I believe and trained.
And it’s worked for me that the best way to get people coded, I recruit somebody.
Page seven of the locker room notes, recruit somebody.
Get somebody for that somebody.
Get somebody for that somebody.
Get somebody for that somebody.
Get somebody for that somebody that causes pressure on everybody above for fear of fomo, fear of missing out.
And he say, listen, you gotta get your license, you gotta get your IBA in, you gotta get your code.
Why? Cause you’re gonna miss out on all this.
So I don’t know what you do with a person who won’t get coded.
Other than I understand, you’re about to lose a lot.
And so it’s just a matter of your choice of how to do it.
I don’t know any other way to do it.
Build something underneath them.
Frank Dillon said this, the fastest person to a million and a half dollar income.
They’re between me and everybody else.
Everyone else gets them three sales, I get them three recruits.
Art said get to get a new recruit.
Three recruits and them three.
And in that pressure is created, you’re about ready to go district.
You better go get your code, better go get your license.
You’re missing out on money.
You got to get your field training bonus.
There’s all these mechanisms that help people and force them to get coded.
I don’t.
That’s the only way you know either there’s pressure from the top.
Get coded because you’re, it’s good versus underneath, fear of missing out.
Who else has a question? Anybody else? Come on, Bill.
I do.
They told me to move to the podium.
So you’re doing great.
Give it up for the podium move.
Give it up for the podium move.
Okay.
One of the comments made was about building relationships.
So in a world where everybody is on Zoom, you’re meeting people all over the country.
What are some recommendations you have on ways you can build relationships with leaders, build that team spirit where most of us know how to do that with in person get togethers and whatnot.
And I’d love to know also some of your top leaders, did you fly out to see them as they were building and growing or not at all? I’ll take a crack at it, but yeah.
So you can definitely do it in an office live and you can do it on Zoom.
I grew up my 1st 28 years doing it purely in office.
And then every time there’s an office environment, it’s meeting night.
What happens every single time? All little teams gather in their little offices or little corners before the meeting starts.
And when the meeting ends, what happens? They all gather in the little corners as little teams.
You have to, if you’re doing Zoom, you have to duplicate that.
The way we do it.
If our meeting is Tuesday night at 730 at all the RVP or way little regional leader teams meet in a separate Zoom room.
They hang out, they talk accountability.
Then we exit that, go to the meeting and then regather after the meeting so that people don’t get lost in the crowd.
So it looks exactly on Zoom the way it does in office.
Little meetings are happening before and after is how we do it.
Surprised? It’s definitely new to me and the piece that I’ve learned most recently is just like when I was live with people.
I had a Rick Susie gave a great talk many years ago about you got to build a box around you and your prospect and when you’re talking to a computer, at least when I’m talking to a computer, if I got distractions going around.
So I’ve worked very hard to make sure where I’m doing that presentation.
I am.
There’s no distractions.
I’m not looking left, I’m not looking right.
I am acting like I’m with that person.
I’m also preparing them for it.
The preparation entry is the teachers conduct before, during and after a presentation is very important.
So example, the other day I got an appointment and the guy I’m like Tim, I don’t know if I told him to make sure he’s on a computer, because I’m tired of somebody on the phone and there’s no connection.
So I thought I was very creative.
I said, hey, are you going to be on a laptop or a desktop? And I was proud of that question instead of me asking it another way.
It’s a lot of growth going on.
And he answers back, goes, I’m driving back from Orange county.
This is somebody I know from Arizona, because I’m driving back from Orange county.
I’m like, darn, this is Tuesday.
So I call him.
I think calling people has become a lost arc.
I’m teaching our younger guys to go call somebody.
Call them.
Well, people our age don’t answer.
Then call them back.
Call them three times, four times.
You call them enough, they’ll, this guy, first time answers.
I go, dude, ollie, I didn’t know you went home for easter.
He said, no, I went home for a doctor’s advice.
You go to doctor in orange county.
You live in Arizona.
So that was a whole nother story.
But I think controlling the environment and us taking it serious is, I’ve heard too many people.
Yeah, you know, I’m a businessman on top, but I got my pajamas on the bottom.
You better put your uniform on every day.
Anchor taught us, every day you leave that house, you put your uniform on, whatever that means to you.
Okay.
I’m casual at 62.
At 23.
I put a tie on every single day.
I had no money, but I knew I needed to have my uniform on.
So if I met that next stud, I was ready to perform, because early on, I was like, darn, I wish I was dressed differently.
I would talk to that person.
Now.
I could talk to anybody with whatever I’m wearing, but I think the mentality of I’m home sitting on my couch and I got my underwear on.
Ha ha.
Well, I don’t think that’s funny.
I think that’s a lackadaisical attitude.
What I’ve learned is you don’t become successful being lackadaisical.
It’s got to be a focus.
It’s got to be intensity.
It’s got to be a very serious mindset.
If you actually want to develop qualified district leaders.
That’S good.
Yeah, I mean, I was going to say we’re 100% remote as well, so, you know, we get that all the time.
As far as, like, how do you build relationships with people while you’re on the thing on Zoom doing all this stuff? So the one good thing we’ve taken from Zoom is, like, the time we do spend with people is typically the people that need our time, right? So we always say, if you want us to coach, you give us something to coach.
So you end up spending your time with the producers and the people doing things.
But this is, like, when we get to spend time with our people.
So you asked, like, if you fly out to people, we do events like this, right? That’s why we started doing this stuff.
We do quarterly events, we do incentive trips.
And the reason we do that is to see our people, because Zoom is great, but it’s different to be face to face, right? So, like Jimmy said, phone calling is huge.
People all the time ask Andy, like, can I just come watch you work? And I always make jokes, like, it’s pretty anticlimactic.
Like, he’s just sitting there on the phone all day calling people, right? Like, it’s not as exciting as you think, but that’s how you build the relationships when you’re not at the office or going to Tuesday night and person and then the weekend.
Like, we have this event, but it’s jam packed nonstop for three, four days with incentives and dinners and lunches and all the things.
And we spend our time with our people there.
And you’d be surprised.
Most of our people have never met in person when they come to these things.
And the last one, we had, like, seven of them go and get tattoos together.
And now every trip they come on and every meeting we do, they go and all get a tattoo together.
It’s crazy.
And it’s all zoom.
None of them live in the same state.
So it’s really just engagement, you know, running fun things like this and, you know, managing your time properly when you are in person to just spend as much time with the people that deserve it as possible.
I think, too, one of the things we do is we highly incentivize the big event, right? So, you know, the right people are always here.
But it’s crazy because, like, we’ll do, like, have this event, but we’ll have.
We’ll book, like, an Airbnb, which doesn’t cost that much money.
It’s like a couple hundred bucks in the night.
But people that don’t have anything, that’s a big deal.
So it’s top seven personal producers get the Airbnb or whatever.
But the crazy thing is that you don’t realize people fight tooth and nail for that.
But also when we go and stop by the Airbnb, the time we are spending are with the people that are most deservant of our time, because, like Stacy was saying, we can want the world for people, but if they’re not going to do anything, it literally forces us to spend time with the.
With the right people, the winners.
Right.
The other thing is, I, like Jim said, I don’t know why people don’t call people like I am.
Like, power call all day.
All day.
Where are you at? Where are your numbers at? Where is this? And, like, Brittany always knows when there’s an explosion of the business coming, because I’ll just be, like, hit, running down my list, making phone calls.
The other thing I used to tell Dan, and I’m getting up Abby’s.
