Ever feel like you’re stuck in management mode, juggling endless tasks but not seeing the growth you crave? You’re not alone. Many reps get caught up in the day-to-day grind, losing sight of what truly drives success: leadership and creativity. It’s easy to fall into the trap of managing instead of leading, and that’s where the real problem lies.
But what if you could break free from that cycle? What if you could transform your approach and ignite rapid growth in your business? That’s exactly what the RVP Locker Room session with Bill Whittle is all about. Bill dives deep into the mindset shift needed to stop managing and start leading, offering insights that can propel your business to new heights.
This isn’t just another training—it’s a game-changer. If you’re ready to unlock the secrets to explosive growth and become the leader your team needs, you can’t afford to miss this. Watch the video below and discover the breakthrough strategies that will set you apart and drive your success.
Video Transcription:
So who’s got a question? Who’s got something they want to ask? Yes, sir, I do.
And thank you.
Tom Whitmore, regional vice president from Michigan and been a regional vice president for just under a year.
But I want to grow big.
I see a lot of bigness happening here.
A ton.
How does someone go from, you know, brand new RVP to.
You’re seeing people cross all these diamonds, like, real fast.
How do you stay organized with that amount of.
Of people? Or if I’m the only person right now that’s in my organization, mine, that’s really producing and you get.
So how do you organize that and get others to move? I don’t know.
No, that’s a good question.
But let me help you all out, okay? I’ve been doing this for 45 years, so I promise you I can help you on that.
Okay.
However, you’re worried about something that’s not even in your wheel game.
I mean, it’s not even.
That should be the furthest thing from your mind.
Okay? You’re going to handle that issue when it gets there.
Okay.
You’re not.
I’m going to cover a part, I think, tomorrow afternoon.
They gave me a little more time because somebody weenied out.
So I get their time.
But it’s called the transition from a small.
I’ve got an incredible PowerPoint on that.
I won’t be able to do it this weekend, but it talks about how do you go from a.
And I got it from Natural.
It’s a book called Natural Church Growth, and it’s about a church growth.
Okay.
But it’s all the same business, churches, anything else like that.
And this will go to your.
To your question.
And then I got another PowerPoint that I do, I’ve done for another 30, 40 years.
And you can get this stuff probably online because I’ve got it out there.
Okay? But you think about it.
Anytime you start off small, okay, you’re kind of what I.
It’s called the creative stage.
At that point, like where you are, you’re.
You’re new, you’re excited.
All your energy, all your time, all your effort is in the building.
Creating, you’re creating.
Okay? Now think about that.
All of a sudden, now you’re going to the questions of what you just asked, which I guarantee you would be the biggest thing that will cause you to fail.
If you get that mindset, you are dead.
Okay? Because you’re putting the horse in front of the.
Or the cart in front of the horse.
Okay? He’s got Me on that.
All right, so then what we do is we’re creative, we’re recruiting, we’re selling, we’re getting, we’re doing all these stuff, then we get into management.
And when you get into management, you are toast in Primerica.
And technically, that’s a management question you’re asking is.
It wasn’t a creative stage question.
It was a management question.
How am I.
How am I going to handle this? What if this.
Okay, well, you’re putting so many problems out there and they’re not even there.
They’re just not there.
Okay? That’s not leadership.
Leadership is if it shows up, I’m going to be prepared.
But you know what? I’m not going to create a problem that I don’t have right now.
Let me take care of the problems I have right now.
Because if you get in that management stage and all of a sudden you got to get everything organized, you got to make sure this happens or that happens.
I got to get what kind of drapes we’re going to get in our office.
What kind of desk are people going to set behind all this kind of stuff like that? All of a sudden, then.
Then you’re in the justification.
You’re gonna start justifying why you’re not growing now, why did you do that? Cause you got out of the creative stage.
You got the management now you’re not growing all of a sudden.
You gotta justify that.
You know what the next step is? Condemnation.
You start blaming, criticizing, you are gone.
So what would be a good thing for you to do right now? Know that.
And with the moment those thoughts come to your mind, slap the stink out of yourself, okay? Because I promise you’re headed down.
Just stay in that creative stage.
Don’t worry about all those problems because you ain’t got them right now.
You don’t have those problems.
Okay? Does that make sense? Okay.
Good.
Good.
Okay.
Who else? Yes, sir.
How you doing, Bill? Tim May, Ohio rvp.
I think my question centers around goals because my goals haven’t changed.
I want to promote VPs.
I want to be a million dollar earner.
I want to have freedom.
Right? I think we all do.
We wouldn’t be here if we didn’t.
Well, okay, I’m gonna help you here, okay? You’re a leader, okay? This rvp, man.
Okay? Right.
I wouldn’t assume what you just said is true.
That’s not true.
Fair.
Okay, well, you got to get that okay, I received.
Because if you put your assumptions on other people, I promise you’re Gonna.
Hey, I’m glad.
Good to see you.
I love a man that travels with his daughter, don’t you? Isn’t that cool? Okay.
But I think you got to really think about that, okay? And let me help you out, too.
Your job is not to promote RVPs.
That’s the dumbest thing people get in their mind, okay? Now if you do your job, you’re going to promote RVPs.
Their job, if you recruit the right kind of person, is for them to get to rvp.
Your job’s creating an environment and atmosphere that’s conducive to success.
Now that’s your job.
That’s your only job.
You’re not going to make chicken salad and chicken manure.
That ain’t happening.
Okay? You’re not going to win the Kentucky deal with a pack meal.
You got to find people and put them into your system.
You can’t control what everybody else does.
So I want to promote RVP’s.
Well, you see people doing that in a company, they’re promoting a bunch of misfits that they should have never promoted.
Why? Because their goal is to promote RVP’s, make this much money, this, that and other.
And they’re just throwing mess against the wall.
Some stick, some don’t.
That ain’t how you build this thing.
Build.
You become a leader that other people want to follow, that you’re worthy of being followed.
That will attract people that are worthy of the RVP title.
If not, then that ain’t your responsibility.
That’s not your responsibility.
Because here’s the deal.
You could find somebody to promote right or wrong.
Correct.
Okay.
And you have the power to promote them.
Right or wrong.
Correct.
Okay.
Doesn’t mean they’re RVPs.
But if you have standards and you create an environment and atmosphere conducive to success with high standards, you’re going to attract the right kind of people.
And when they go out, they’re going to be.
They’re going to be an rvp, a real rvp.
And your money will grow exponentially.
That’s a pretty blunt answer, but I was telling you my question was going.
To be what should my daily focus be? But I think you already answered that.
Okay, good.
Well, and let me give you a hint on that.
Okay, here’s the deal.
It’s a real simple rule.
You ought to get this down.
You ought to get it.
It’s called the 5050 rule, okay? And really, this was founded by Art Williams 40 something years ago.
45 years, I know is one of the first things I ever heard nobody ever.
They don’t.
They hear only half of what Art said.
Like they said, art said, build 7 and 10, get your RVPs.
That ain’t what he said.
He said 7 to 10 every 10 years.
But nobody hears that because they don’t want to hear that.
Okay? That’s not how.
That’s how people, they selectively listen, right? Like children.
So in that it’s a 50 rule.
50% of your time should be prospecting, and then 50 should be kitchen tay type thing.
Kitchen table.
Now, it goes back to what were talking a while ago.
That’s where the people get managed.
You look at most people in the company right now, they’re not.
They’re not doing that.
They’re not doing that.
And they wonder why their business isn’t growing.
They’re managing.
They’re telling their people, you go do it.
You go do it.
They’re gonna.
They’re putting on meetings, they’re doing this, but they’re not actively recruiting direct to them.
Why? Because it’s hard.
And you guys get to RVP and you want everybody else to do it.
Okay.
And that’s normal.
That’s normal.
Okay.
But it’s not gonna grow your business long term.
Does that make sense? So I look at it 50.
Look at your day planner.
If I hope you have a good day planner.
If not, I got the best one company’s ever created because I created it.
No, I’m not exaggerating.
It’s the best anywhere company took it, screwed it up.
Howard, my buddy, took it and screwed it up.
But if you want a copy, I’ll send you a copy of it.
It’s the best thing ever.
I promise you it is.
Okay, who else? Yes.
Okay, give me a minute.
Andrea Howland.
Ooh, that’s loud.
Andrea Howland, Michigan Regional Vice President.
So we have incredible leaders here that just recently got promoted to national sales directors.
And the talk.
Yeah, yeah, the talk to get to a million is like heavy in our office right now.
So as leaders that support them, We’ve got several RVP’s here for the waymakers.
What is the mentality that we need to have as like, supportive leadership on, like, how we get them over the million? We’ve got incredible hierarchies here that are all over the place that our million dollar team, we want that for our team.
What do we need to be focused on to support them and help them get there? Well, I think you.
The biggest word you said, which I think you answer your own question there.
Your Job is obviously not to do it for them.
Your job is to support them, and then their job is to prove themselves worthy of your support.
Okay, does that make sense? So you got to look at their effort.
I mean, what.
I’d be doing a big thing here.
And I will hit this over the next couple talks I have in front of everybody.
Is that you got to ask, do they really.
Is that really what they want? Now, you gotta.
You gotta meet with them, and once they tell you, yes, this, whatever, and you’ll see this.
I’m gonna do this tonight.
I’m gonna recover.
I’ll cover tomorrow.
Tom Landry, a great coach.
He’s dead now, obviously, but he coached the Dallas Cowboys.
He’d bring an individual player in, and he’d ask him, what is it? What do you want? What do you want on this team? He said, you want to be a starter? You want to be a star, or you want to be a sub? He said, now, I don’t care.
He said, we are going to pay you a lot of money, the Dallas Cowboys.
But he said, I want you to tell me, what do you want? You want to be a starter, star, or a sub? Now, it didn’t matter.
He said, but whatever you tell me it is, then my job is to hold you accountable for that.
Then he had turned to him and say, but your job is to hold me accountable.
I did this with my own son, Blake, when he was coming up, because he wanted to be a star basketball player.
I said, I know how to do that because I was.
However, I also know what to do.
I’m gonna tell you what to do.
You gotta ask me, are you willing to pay the price that’s gonna take for you to become that star player? If not, we gotta lower your goals.
So in that case, you need to meet with them.
You gotta get good at holding them accountable.
Then they need to get good at holding you accountable.
Cause if they need help and you’re not there to help them, they need to find somebody else because you’re not their leader.
So your job is to supply all the support that they need.
I think the same thing with raising children, great children.
If the parent can’t supply what that child needs to grow up to be a mature adult, then that’s a pitiful parent.
And I always told my son this when he was playing college basketball.
I said, if the coach can’t tell you what you need to do to get better, you need to transfer because you’re not playing for a good coach.
Now, you never transfer because you Always played for good coaches.
So in that case, find out what they want and then be willing to hold them accountable on a consistent daily, weekly, monthly, whatever your system is.
Okay.
Of accountability.
And then let them hold you accountable.
So if they need something, whether it’s sales training, product knowledge, recruiting, whatever it is, your job is to bring in people and supply that form.
Does that make sense to you? Okay, so when Rhonda and I went to.
When we became an rvp and Santo, you’re the only one old enough to remember Santo in the room.
Patty’s saying she is too.
When Santo was making a run for nsd, our upline, we said to our team, our bay shop, we said we want to have the biggest influence on his going to nsd.
And so we use that as a rallying point for our bay shop to help create the momentum that would get him to nsd.
Okay, help me out.
So what’s that mean her role would be.
Well, she should be rallying her team and they all.
All the RV should be rallying their teams.
Okay.
To have an impact on their.
Okay, so they got a local.
Yeah, local example.
A local leader.
And you’re kind of making that run together.
Yeah, it’s like getting in shape.
It’s always good to have a running buddy.
I call it business buddy.
Most people have a buddy, but it’s not a business buddy.
It’s a busy body buddy, you know, or a whining, griping buddy.
But that ain’t who you want to make your run with.
Okay, Great.
Okay, who else? Who’s next? Right here.
Bill.
Tabitha with a team buyer.
Wait a minute.
Oh, I’m sorry.
I thought the holy spirit was talking here, maybe both of us today.
There you go.
So my question is, I heard Glenn Williams say, listening to the senior.
Senior leadership meeting and our coaches, Jerry and Rhonda, about how we have our recruiting numbers up, but this is an internal consumption business and our life business and internal consumption.
We need to better at that.
So my question is, we got our.
Recruiting numbers up in our bay shop.
And how do we get that internal consumption like it was back in the Art Williams days.
How do we get that up there so that we can go and accomplish.
The things that our coach wants us? Well, I’m going to correct that a little bit.
Okay.
The disadvantage I’ve been around a long time.
Okay, Art Williams didn’t say that.
I promise you.
Okay? That is not.
That was not how this company is built.
This was not built on internal consumption.
Absolutely not.
Now anytime you’re Recruiting business, will there be internal consumption? Okay, no question about it.
Just the sheer numbers.
Okay, he said that if you recruit somebody, should they buy our product? Well, that’s not necessarily true.
Yeah, if there is a need, okay, internal consumption, they don’t care if there’s a need or not.
You’re going to buy the product.
That’s not how we remarket.
It’s a need based company.
The ratio was.
How this company Is built was 3 to 1.
You see all these recruiting numbers.
I know when they don’t know what they’re doing.
If your ratio you recruited 100 people to make 100 sales, something’s wrong.
That’s what Art Williams said do not do.
You’re throwing stuff against walls.
Some stick, some don’t.
You don’t care about the people.
You’re just slapping numbers in classes and seeing who passes.
Okay, that’s not how this company was built.
It’s basically a three to one ratio.
That’s what it is.
If you look at the 8, 5, 3:1 pipeline theory, that’s basically what that is.
Okay? It’s the same thing.
It’s a numbers game.
But you see people that recruit the same numbers that make sales, they’re treating people like numbers.
They’re not playing the numbers game.
They’re treating people like numbers.
So that’s not what Art said.
And if it did, it was just misconstrued because that’s not how you meant it.
Okay? Because his ratio was 3 to 1.
You recruit 30 people, you ought to have at least 100 sales every time or you’re not doing a good job training your people because somebody’s got to be out there selling.
This is a, this is a marketing company, not a multi level type thing.
This ain’t Amway.
Art was psycho about that.
He didn’t.
Everyone was called that name, hated it.
Yeah, but kind of a combination of both, I’m sure.
Yes, sir.
Hey, good afternoon.
I heard that it’s a bogo.
Today we get two questions for the price of one.
So my first one is my youngest is getting ready to come into our business here soon.
So I’d love to hear any philosophies or mindsets or non negotiables for your how you worked with Blake, who’s awesome coming through the door.
And I would love to know what.
Your early morning ritual looks like with God.
Oh, that’s good.
Okay, let’s go to Blake first.
Because I had the privilege and honor of coaching Blake in basketball just like I did in Primerica.
Okay, I Never pushed Blake toward basketball, but he always wanted to play basketball.
Now, you can imagine if you got a child and he’s a child of a father.
I had a great career.
I was very successful in basketball.
Okay, so he came up in a basketball what? Okay, you said it.
Environment, okay? So y’all gotta understand this.
But I knew what I was doing.
I.
I knew if I created the environment that was what, conducive to success.
It’s like a magnet.
He would be what, drawn toward it.
So every time there was a game on, okay, I was watching who you think was sitting next to me.
He was okay.
And I found out what his favorite team was.
Happened to be Chicago Bulls.
Anybody know why? Michael Jordan.
So I made sure I’d fly him back and forth to all the games.
I’d make sure all the All Star games.
We were on the front row of all the All Star Games every year.
He was being exposed, keyword, exposed to that environment that was dragging, pulling him in.
So did I really ever have to push him toward that? No.
He got so excited.
And then another thing I did was any level of success.
I praised him so much.
And everybody wants praise.
I don’t care who you are.
They want that.
And so he was getting praised for that.
Now, if he’d have chosen, you know, ballroom dancers like Jerry did, that kind of stuff, okay? And if he.
It wouldn’t have matter what he chose, to be honest with you, okay? I would have been the same kind of father.
I promise you, I would have been.
Okay? Just.
He just chose it because he was just bombarded with it, okay? Then little things like my house, okay? I had a basketball court and all that kind of stuff.
And all my guys would come over late at night.
We’d be out there playing ball.
Well, he wanted to be out there playing ball.
Little bitty kid running around.
And I invited him to be a part of it.
Why? He was a part of that environment, okay? And so I take him to ball games.
He’d go to the ball games with me and people, hey, Bill.
What on.
And then he’d see me getting recognition.
He kind of liked that.
You know what I’m saying? I took him to LSU game where I played and stuff.
So he got involved with that kind of stuff.
And then he started playing at a very young age.
And every time he wanted to be out there shooting, practicing, I was there with him.
Then what I did was I got other people because I had the financial thing and I had the knowledge.
I’d get other people to come in and help him to develop him.
So I was telling her about her people to get them to come in and train him on ball hand or train him on this, train him.
Because I wanted him to better than me.
So I got him trained on that.
Then I got him a strength coach.
As he got older, I kept getting more and more resources his in his life for him to become the best he could be.
And then I told him at any point in time, sub starter, star.
What was his goal all of his life growing up? He wanted to be the star.
The star.
But what I tell him, there’s what’s attached to that, a price.
And I’m big on that.
That’s standards.
There’s a price to be paid at every level.
Are you willing to go to the next level? Well, then the price did what? It just went up.
Like being an auction.
It just went up.
It’s going to be higher.
Are you prepared to go that? Yeah.
Okay, then we got to go practice more.
We got to practice more.
We got to get up early.
We got to do more.
We got to do more, more.
And that was the whole mindset.
So when Primerica came around, he was in college playing basketball.
I’d never talked to him about joining Primerica ever.
But he saw my environment.
Now I hear other people in primary say, I don’t want my kids getting in Primerica.
Well, that’s a sad state in my opinion.
I mean, I think that’s sad because I understand what this company will do for you if you make it best, what it’ll make you as a person, but also what it do for your financial.
But I think it makes you a better person.
So in this he.
He said, I.
I really didn’t know what my dad did.
He said, I used to think, does my dad ever work? Then he said he thought, does my dad ever take time off? He said, he’s always working.
Yet I look around, he’s everywhere we are.
He never missed.
He’d be playing in Hawaii.
I’d be up there at every game.
I’d fly from Hawaii back to Baton Rouge or back to a company event.
One time in Arizona, spoke, got back on a jet, flew right back to Hawaii that next night to watch him play basketball.
He was in Alaska.
Did the same thing in Alaska.
I never missed one event ever.
Except when my daughter was cheering in the Grand National Cheerleading Championship.
The only time I ever missed a game of his, ever.
But I watched it on tv and I was there with my daughter.
Never missed an event with either one of them.
But what was I doing? I was praising him.
I was supporting him.
I saw him, showed him that it mattered.
So when he came time to get in Primerica, he came to me and said, dad, this is what I want to do.
He said, but how do I get started? I said, well, and I went through the sub starter, star, and I started with him the same way.
Didn’t expect anything more from him, but nothing less.
That’s a big thing.
I see people coaching their kids or getting them in Primerica.
No, I didn’t make Blake play any harder, do any more, any of my teams that I coached him on than I did the other players.
I also did the same thing.
Blake had to give me a heck of a replacement.
I’ve never promoted one RVP ever, in my 45 years without a replacement.
And it was no exception with my son.
Now, I wouldn’t try to make him a martyr.
It’s just the right thing to do.
Does that make sense? Okay.
When you talked about, you know, if you want to go to the next level, you have to up your game.
You have to pay a bigger price.
So talk to the RVP’s about coaching their downline on that, and then the RVP’s to go to the next level.
What does that mean to them to pay a bigger price to go to the next level? Next level.
And I’m.
I’m always.
It’s always.
To me, a price is an enigma.
Because I think for what is a price to somebody is maybe not as much of a price to somebody else.
Does that make sense? Okay.
Because I know a lot of people.
Oh, God.
I don’t know how you keep doing what you’re doing.
Why this and that.
Well, I don’t consider that much of a price.
You know, some people, you know, they could have a hangnail and they think they can’t work because they don’t know how to pay a price.
I slashed my leg two nights ago, and I got 18, 20 stitches in it.
And people said, we gonna take that flight.
You can’t even walk.
I said, what are you talking about? I had.
I was in the hospital doing a thing with my heart again the other a couple weeks ago, and Glenn Williams heard about it and he said, well, look, you don’t have to worry about.
I said, glenn, I said, are you on drugs? You think I’m going to miss that? Ain’t happening, you know, But I think the price, you got to be careful because sometimes we take and we impose us our toughness or our what we’re willing to pay, and we think everybody else should be paying the same thing, then we discount the price somebody pays and thinking, well, that ain’t nothing.
Well, maybe it’s.
It is for them, is that.
I don’t know if that makes sense.
Okay? But if you look at price, let’s say for a new person, you got to realize, most people, like, for me, this thing was like coming in, this thing was like shooting fish in a barrel.
I mean, people, oh, it’s going to be so hard.
The price I said, not the way I grew up.
This was like nothing.
So I had no challenges whatsoever when I came into prime era.
I mean, none.
Okay? Only thing I had problem was I hate rejection.
I hate it.
Still do.
And so I had a little problem with that.
But you know what I did? I got so good at my skills, I just didn’t get rejected.
Okay? I didn’t get told no.
So I think you got to take younger people when they’re first coming in.
Not younger chronologically, but as far as their experience in Primerica.
You got to realize most people don’t know what it means to pay a price.
And so you got to kind of ease them into this thing.
And you got to allow different personalities to the ones that are weenies, they can’t handle it.
You might need to hug up on a little bit, because you can’t treat everybody the same.
I promise you can’t.
You’re going to screw them up, you’re going to run them off.
So you got to be maybe a little tougher on this person, but do it on an individual basis.
And I think on the younger level, you got to kind of give them a chance to save face.
And all the times, because most people coming in, they’re looking for a reason to quit before they even get started.
But that’s normal.
I mean, we all judge people, but everybody’s like that.
And it’s sad, but it’s the case in this generation.
Now, I sound like a really old guy now, but, you know, it is.
It’s not a silent quitter.
They’ll just tell you out loud, I’m quitting.
I’m out of here.
You know, it’s just.
But that’s on us as leaders to influence them to stay.
So when things get tough, you got to be closer to them.
I see so many people in Primerica, and I’m not knocking anybody.
But all this long distance stuff, I’m telling you got to be right there with your people.
You got to Be they got to know you’re in the trenches with them.
Not, oh, you’ll go fight.
You know, I’m supporting you.
They don’t even know who you are.
I’d be real careful now as they get higher like RVP’s.
The price.
Think about this.
The price when you become an RVP.
What do most people think when they get to RVP? Y’all are RVPs.
You know this.
You think you could.
You’ve stopped paying the price.
Yeah.
That you’ve arrived.
You get tied a lot as you think you’re.
Now, you don’t say that, but your actions say that you really don’t think you have to pay the price any longer.
And the fact is, John Maxwell talks about this.
He said the price is paid every day, all day, forever.
Now, nobody wants to hear that, but that’s the way it is.
Art Williams said it so well, either you’re growing or you’re what, dying.
Which means what? You can never let up.
Which means when are you going to pay a price? Every day, forever.
So it might be that you have to pay a bigger price to go to the next level.
Is continuing to do what you did to get where you are.
I think, because I want to make sure I don’t, because I have some of this in a PowerPoint.
What got you to this level will not be enough to get you to the next level.
That’s a fact.
Now, mentally, no, that’s not even true either.
Because.
Because the bigger you get, the more problems.
We’re gonna talk about this behind the stage.
The bigger you get, the more problems you’re gonna have.
Cause you got more people in.
People bring problems, okay? And it’s your inability to handle their problems that’s your problem.
If you’re not growing, it’s because you don’t know how to spin the plates and you don’t know how to put up with people.
And you stop growing.
Growing as a leader.
As John Maxwell’s the leadership lid that you stop growing as a leader.
So some people, they can lead a small team because that’s who they are, small leaders.
Some people can lead an average sized team because they’re average leaders.
But huge leaders, people get big.
What did they do? They grew themselves.
So your number one role is personal development, personal growth.
Every day, every day.
Getting better, getting better.
And that’s the only way you get bigger.
Think about the guy with Chick Fil A.
When they ask him, all the bored people say, we got to get bigger, got to get me.
So, no, no.
We don’t have to get bigger.
We got to get better.
If we get better, we’re going to get bigger because the consumer will demand we open up more outlets.
So if your business is not growing and they’re not beating your door down, if only because you’ve stopped growing.
And what’s that mean? You stop paying the price to get up early, read the books, go to seminars, take notes.
I’m watching somebody on that take notes.
The Delos pencil is better than the sharpest mind.
You’re not going to remember all this stuff.
And the problem that you don’t get solved in your mind, how to handle it when it comes up, it’s going to knock you out of your business.
I promise you it is.
So to eliminate or minimize this, to have continuous growth, you’re saying that you have to keep recruiting directs.
You have to keep.
And you have to keep growing, and you get incremental growth if you do that.
Not explosive growth.
Right.
And you might.
You might.
You know that because Art said what? You’re one what? One what? From a what? Okay, so
